In the CEO Afterlife

APRIL 28, 2012

To most of us, mentors are people of experience and knowledge who help the less experienced advance their careers and/or their education. In the early days of my 40 year business career, I was lucky to work under two gentlemen who instilled several critical success factors that guided me from Brand Manager to CEO.

Mentor 228

Mentor Advertorial Kotter Hamel 228

Harvard Business Review

AUGUST 29, 2012

I recently attended the Management Innovation eXchange (MIX) Mashup and I was pleasantly surprised to hear themes of love, trust, and candor being brought up as hot management priorities, and a demonstration of the willingness to break traditional leadership boundaries. not to freak out. pushing the envelope of transparency.".

Management 15

Management Hamel Self-aware Document 15

Harvard Business Review

OCTOBER 22, 2012

Gary Hamel and C.K. Prahalad's 1989 HBR article "Strategic Intent" brought about a discontinuous shift in my career — from a professor of accounting to a researcher on strategy and innovation. Hamel and Prahalad have an entirely different point of view. HBR's 90th Anniversary: Why Management Matters. More >>.

Goal 8

Goal Prahalad Hamel CPA 8

Harvard Business Review

NOVEMBER 1, 2011

For junior employees, it levels the playing field; for senior or "seasoned" managers, it implies accessibility — a commodity of increasing value in today's social and digital age. As for managers and executives, the flat organization is where it's at. And it may be hard as that CEO to swallow it. Level the playing field.

Hamel 9

Hamel CEO Maturity Travel 9

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. As an advisor to CEOs, there is little doubt that I’m passionate about personal and professional development, and there is one simple reason why – it works.

Blog 419

Blog Open-book Library Learning-by-Doing 419

Harvard Business Review

JULY 20, 2011

It has also become a laboratory for reinventing some of the most intractable operating practices of "modern" management. For my whole career I did it wrong," says co-founder and CEO Lavoie. As Lavoie describes in his Management 2.0 Challenge, the first round of the HBR/McKinsey Management prize. Register here.

Innovation 11

Innovation Webinar Proposal Hamel 11