Leading Blog

DECEMBER 31, 2011

steveroesler: 6 Important Marketing Trends to Watch in 2012 : The World :: American Express OPEN Forum. Among 5 powers leaders need. How to Lead : Discovering the Source of Power From W. Gary Hamel: "Give someone monarch-like authority, and sooner or later there will be a royal screw-up." From What Matters Now.

Hamel 252

Hamel Covey Charisma Loyalty 252

The Practical Leader

DECEMBER 12, 2011

The cover article in the December issue of Harvard Business Review reminded me of this powerful little story: A scout leader was trying to lift a fallen tree from the path. You can read an excerpt from that chapter at “ Leadership Keys to Harnessing the Power of Teams “ His pack gathered around to watch him struggle.

P&L 53

P&L Hamel Open-book Review 53

Harvard Business Review

FEBRUARY 18, 2013

That's the power of intent. In such scenarios the "I don't have the right answers for you, but let's march ahead and discover how can we get to our goals faster" articulation is more powerful than rhetoric. Prahalad and Gary Hamel referred to that in an award-winning HBR article Strategic Intent. Two decades ago, the late C.K.

Power 15

Power McTaggart Prahalad Hamel 15

Harvard Business Review

APRIL 12, 2012

They get stuck making incremental improvements that are rooted in existing competencies, markets, and business models. Core insights are a complement to the familiar notion of core competencies , which were first advocated by Gary Hamel and the late C.K. This is especially problematic when companies decide to innovate. Hard to follow.

Core Competence 14

Core Competence Prahalad Hamel Brand 14

Harvard Business Review

NOVEMBER 1, 2011

Age and status cease to have a corner on the market. The move to the use of first names is part of this cultural shift of power to the people. In our tech-savvy, hyper connected and social world, management innovation almost always pushes power downward and outward. And it may be hard as that CEO to swallow it.

Hamel 10

Hamel CEO Maturity Travel 10

Harvard Business Review

MAY 5, 2015

It includes Mary Parker Follett (1920s), Elton Mayo and Chester Barnard (1930s), Abraham Maslow (1940s), Douglas McGregor (1960s), Peter Drucker (1970s), Peters and Waterman (1980s), Katzenbach and Smith (1990s), and Gary Hamel (2000s). As a result, customers’ expectations are raised.

Bureaucracy 8

Bureaucracy Management Drucker Waterman 8

Harvard Business Review

OCTOBER 17, 2013

In other words, the focus understandably centers on measurably improving the perceived core competence—selling better, manufacturing better, marketing better, hiring even better talent, cutting costs better. The customer is the ultimate beneficiary of these enhanced core competencies—not the driver or determinant.

Core Competence 8

Core Competence Prahalad Supply Chain Hamel 8