Leadership Freak

MARCH 5, 2012

I never appreciated Steve Jobs’ quote, “I want to put a ding in the universe,” until I talked with Gary Hamel, Wall Street Journal’s #1 most influential business thinker. I asked Gary what leadership behaviors have the most impact on organizations. Gary took a swing at the reason we don’t put a ding in the [.].

Hamel 214

Hamel Organization Leadership Company 214

Leading Blog

MAY 8, 2012

What Matters Now by Gary Hamel is probably one of the most important books you could read this year. It is an invitation to rethink the fundamental assumptions we have about capitalism, management, institutions, and life at work. What matters now is that managers embrace the responsibilities of stewardship.

Hamel 284

Hamel Sharpe Wilde Innovation 284

LDRLB

FEBRUARY 10, 2012

Dan’s guest for the month was Gary Hamel, author of What Matters Now (review forthcoming) and The Future of Management (review not need – buy the book). Hamel argued that on biggest challenges facing large companies was senior leadership “inability to write off their own depreciating intellectual capital.

Intellectual Capital 122

Intellectual Capital Depreciation Hamel Film 122

First Friday Book Synopsis

SEPTEMBER 7, 2013

He also holds the role of Head of Learning & Collaboration at TELUS where he is responsible for the overarching leadership development, learning and collaboration strategy for the company where he introduced the TELUS Leadership Philosophy and the Learning 2.0 framework […].

Hamel 85

Hamel Wilde Drucker Magazine 85

Leadership Freak

MARCH 5, 2012

I never appreciated Steve Jobs’ quote, “I want to put a ding in the universe,” until I talked with Gary Hamel, Wall Street Journal’s #1 most influential business thinker. I asked Gary what leadership behaviors have the most impact on organizations. Gary took a swing at the reason we don’t put a ding in the [.].

Hamel 104

Hamel Organization Leadership Company 104

LDRLB

FEBRUARY 10, 2012

Dan’s guest for the month was Gary Hamel, author of What Matters Now (review forthcoming) and The Future of Management (review not needed – buy the book). Hamel argued that on biggest challenges facing large companies was senior leadership “inability to write off their own depreciating intellectual capital.

Intellectual Capital 68

Intellectual Capital Depreciation Hamel Film 68

First Friday Book Synopsis

MAY 27, 2013

James Wilson HBR How to Aim for Smart Failure John Butman John Jantsch Josh Linkner Ken Robinson Leaders Everywhere: A conversation with Gary Hamel Lego''s Core Principles for Successful Interaction With Users Lest we forget this Memorial Day….

Kaplan 75

Kaplan Blog Hamel Handbook 75

Coaching Tip

SEPTEMBER 20, 2011

The institutions of modern developed societies, whether governments or companies, are not prepared for this social power. People are changing faster than companies and governmental agencies. "I I don't think it's crazy to ask if your CEO is the next Mubarak," says Gary Hamel, one of business' most eminent theoreticians of management.

Power 102

Power Norton Hamel Leadership 102

First Friday Book Synopsis

SEPTEMBER 28, 2013

He also holds the role of Head of Learning & Collaboration at TELUS where he is responsible for the overarching leadership development, learning and collaboration strategy for the company where he introduced the TELUS Leadership Philosophy and the Learning 2.0 framework […].

Hamel 75

Hamel Porter Wilde Drucker 75

The Practical Leader

AUGUST 8, 2011

The training firm Development Dimensions International (DDI) has just released their Global Leadership Forecast 2011. The forecast conclusions are very useful for HR and executives concerned with developing leadership skills across their organization. Coaching from managers (68/63). Our management processes (e.g.

Globalization 49

Globalization Hamel Leadership Strategic Planning 49

The Practical Leader

DECEMBER 12, 2011

.” In “First, Let’s Fire all the Managers,” Gary Hamel reports on his study of Morning Star, a $700 million California food producer that “demonstrates how to create an organization that combines managerial discipline and market-centric flexibility — without bosses, titles, or promotions.”

P&L 53

P&L Hamel Open-book Review 53

LDRLB

FEBRUARY 10, 2014

Like many professors I mix my time between teaching, consulting with companies, and then doing my research, which of course is the real reason I got into it in the first place. And my research is essentially about how to help particularly large organizations become better managed, better organized, and more well-equipped for the future.

Competitive Advantage 121

Competitive Advantage Drucker Open-book Learning-by-Doing 121

The Practical Leader

MAY 7, 2012

I recently ran a Moose-on-the-Table workshop for a major division of a large company going through the wrenching change of a wholesale restructuring and totally refocusing their business. Part of our discussion with this management group was how really bright people can come across as not wanting to hear other ideas.

Team 56

Team Consensus Hamel Commitment 56

Management Excellence

APRIL 2, 2011

Every week, I share three thought-provoking management posts for the week. This week's selections feature content on: moving forward, taking steps to ensure that your company will appeal to the best and brightest of the Facebook Generation and some thoughts on Enchantment with Guy Kawasaki along with some new productivity tools.

Review 58

Review Management Content Tools 58

Harvard Business Review

OCTOBER 26, 2018

. “First, let’s fire all the managers” said Gary Hamel almost seven years ago in Harvard Business Review. For almost 100 years, management has been associated with the five basic functions outlined by management theorist Henri Fayol: planning, organizing, staffing, directing, and controlling.

Fayol 15

Fayol Management Hamel Learning-by-Doing 15

CO2

JANUARY 15, 2017

Sometimes this distancing happens gradually, and sometimes it happens quickly–soon after a bad hire, a failure of leadership, or a divisive decision/event. There are so many different ways that leaders can build creating a positive company culture. People will stop honoring or identifying with the organization. If so, how?

Positioning 78

Positioning Hamel Company Charisma 78

Harvard Business Review

NOVEMBER 13, 2012

Creating and Capitalizing on the Best New Management Thinking. Part of our initial response was to rank management gurus according to the measurable influence of their ideas; we were the first researchers to use scholarly methods to do so. For example, a British study showed the precise ways in which management gurus in the 1980s U.K.

Prahalad 15

Prahalad Hamel Core Competence Leadership 15

Harvard Business Review

FEBRUARY 16, 2011

As Generation Y enters the workforce, its members are undoubtedly having an effect on organizations and management. I often wonder what would happen if we were to give Gen Y the license to reinvent companies completely. I also know that many senior executives feel threatened by their behavior.

Hamel 14

Hamel Management Bottom-up Licensing 14

CO2

JANUARY 15, 2017

Sometimes this distancing happens gradually, and sometimes it happens quickly–soon after a bad hire, a failure of leadership, or a divisive decision/event. There are so many different ways that leaders can build creating positive company culture. Strategy/Management (Sell different). Leadership Innovation (Work different).

Positioning 60

Positioning Hamel Company Charisma 60

Harvard Business Review

OCTOBER 13, 2017

In a recent article , Gary Hamel and Michele Zanini detail the toll that growing bureaucracy is taking across industries. Hamel and Zanini declare that there is “no map to disassembling bureaucracy.” Lean daily management systems were pioneered by Toyota, Honda, and other manufacturers. Kelvin Murray/Getty Images.

Health Care 8

Health Care Bureaucracy Hamel System 8

Harvard Business Review

OCTOBER 22, 2012

Gary Hamel and C.K. In the early 1970s, for instance, an upstart company called Canon set out a bold intent: "Beat Xerox." Hamel and Prahalad have an entirely different point of view. But according to Prahalad and Hamel, firms should set unrealistic goals, not realistic goals. Leadership is tested during adversity.

Goal 9

Goal Prahalad Hamel CPA 9

Harvard Business Review

NOVEMBER 17, 2014

Managing baffles us with its complexity. Leaders looking to improve managing do not know where to start, much less where to finish. So even though the gales of creative destruction continually threaten their enterprises, they do not necessarily see radically revising their managing as the obvious solution.

Hamel 10

Hamel Creativity Learning-by-Doing Execution 10

Harvard Business Review

NOVEMBER 17, 2014

Managing baffles us with its complexity. Leaders looking to improve managing do not know where to start, much less where to finish. So even though the gales of creative destruction continually threaten their enterprises, they do not necessarily see radically revising their managing as the obvious solution.

Hamel 10

Hamel Creativity Learning-by-Doing Execution 10

Harvard Business Review

AUGUST 1, 2013

But it''s tough to do that, especially when most management systems are so focused on individual performance, undermining the very teamwork you''re hoping to encourage. Luckily, you don''t have to overhaul your company''s evaluation process or pay structure. What Experts Say. Use the full arsenal of rewards. Evaluate team performance.

Team 10

Team How To Case Study Hamel 10

Harvard Business Review

MAY 2, 2013

Companies are comprised of business units, work groups, communities of practice, and alliances with suppliers, partners and customers. The role of management can be broadly thought of as the processes that tie these components together to produce value. Adaptable, agile management above all sustains competitive advantage.

CIO 8

CIO Competitive Advantage Agility Hamel 8

Harvard Business Review

OCTOBER 4, 2012

Below are three mission statements from three Fortune 500 companies. Try to match each company with its mission statement: How did you do? We need — using the language from Gary Hamel and C.K. Let's start with a game. The largely indistinguishable statements make the task almost impossible.

Mission Statement 15

Mission Statement Document Prahalad Hamel 15

Harvard Business Review

OCTOBER 4, 2012

Below are three mission statements from three Fortune 500 companies. Try to match each company with its mission statement: How did you do? We need — using the language from Gary Hamel and C.K. Let's start with a game. The largely indistinguishable statements make the task almost impossible.

Mission Statement 15

Mission Statement Document Prahalad Hamel 15

Harvard Business Review

JULY 20, 2011

When he and his partner, Joe Marino, walked away with a small fortune from the software company they helped lead for 20 years, they vowed to devote their next act to creating an organization where great ideas and people would flourish. based company is a nimble competitor in a high-stakes and highly-structured industry.

Innovation 12

Innovation Webinar Proposal Hamel 12

N2Growth Blog

SEPTEMBER 19, 2010

Contrast this with the fact that CEOs of Fortune 500 companies read an average of four to five books a month. When I teach MBA leadership courses I require all papers – on any leadership issues – to address key problems from opposing views. Did you know that the average American only reads one book a year?

Blog 419

Blog Open-book Library Learning-by-Doing 419

Harvard Business Review

MAY 6, 2013

CIOs will need to free up time and resources currently dedicated to traditional IT responsibilities — delivering transactions, infrastructure, technology and code — to focus more on facilitating and accelerating collaboration, choreography, orchestration, and the provisioning, management, monitoring and securing of services.

CIO 8

CIO Hamel Technology Tactics 8