Harvard Business Review

NOVEMBER 13, 2012

trade deficit with Japan grew through the 1980s, for example, influential thinkers increasingly focused on how managerial innovations used in Japanese firms might be imported and adapted in the U.S. During difficult economic times, organizations often seek ideas on how to cut costs or perform operations more efficiently. As the U.S.

Prahalad 15

Prahalad Hamel Core Competence Leadership 15

Harvard Business Review

MAY 2, 2013

This is very different from the way large businesses have operated for decades. Only a small percentage came up with anything that was truly innovative. This will lead to new business models, new processes, more meaningful business interactions, innovation, improved and faster decision making, and a more agile organization.

CIO 8

CIO Competitive Advantage Agility Hamel 8

Harvard Business Review

JULY 20, 2011

For all of the fervor around innovation, far too many organizations are hostile places for new ideas and the people who harbor them. All too often, new ideas are cooked up in a hothouse environment, like the executive inner sanctum or an invitation-only innovation offsite, and not shared widely until they've been sanctioned from on high.

Innovation 12

Innovation Webinar Proposal Hamel 12

Harvard Business Review

APRIL 18, 2014

Indeed, "perhaps only in Silicon Valley would a group of engineers think they could hack their way to charisma with a series of neuroscientific shortcuts." This is how opportunities to be nimble and innovative are squandered, he says, and how companies become irrelevant.

Charisma 8

Charisma Hamel Bureaucracy Meyer 8

Harvard Business Review

NOVEMBER 5, 2014

Despite our best efforts, most organizations operate disjointedly. A study of star engineers at Bell Labs found that the most accomplished ones worked in a close-knit group, but also frequently reached out to people outside of it. Gary Hamel and C.K. These are all synchronized systems.

Organization 8

Organization Airlines Prahalad Hamel 8

Harvard Business Review

NOVEMBER 5, 2014

Despite our best efforts, most organizations operate disjointedly. A study of star engineers at Bell Labs found that the most accomplished ones worked in a close-knit group, but also frequently reached out to people outside of it. Gary Hamel and C.K. These are all synchronized systems.

Organization 8

Organization Airlines Prahalad Hamel 8