In the CEO Afterlife

APRIL 28, 2012

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. At the risk of this blog appearing as an advertorial for Harvard, I’ll gladly admit that Harvard Business Review was my favorite management resource.

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Mentor Advertorial Kotter Hamel 228

The Horizons Tracker

MAY 28, 2020

In their latest book, Humanocracy , London Business School’s Gary Hamel and his Management Lab colleague Michele Zanini, outline seven steps leaders can take to better respond to crises such as this one. Tackle the climate of fear. Co-create strategies.

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Hamel Leadership Supply Chain Tourism 115

Lead Change Blog

FEBRUARY 17, 2016

But we have also reached the outer edges of success through incremental improvements in quality. Strategy guru Gary Hamel wrote in the Harvard Business Review: “Corporations around the world are reaching the limits of incrementalism. ” Welcome to the era of growth through innovation.

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Six Sigma TQM Airlines Wilde 150

Coaching Tip

SEPTEMBER 20, 2011

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. Newly armed activists can become the source of creativity, innovation and new ideas to take your company or governmental representatives forward.

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Power Norton Hamel Leadership 102

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.

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Fayol Management Hamel Learning-by-Doing 15

LDRLB

FEBRUARY 10, 2014

And my research is essentially about how to help particularly large organizations become better managed, better organized, and more well-equipped for the future. Management still matters significantly. Why does management still matter? My personal crusade here is to bring management back onto an equal putting with leadership.

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

Harvard Business Review

MARCH 23, 2012

A workshop attendee asked me this seemingly simple question: "So, what else should I read to learn more about innovation?". But in thinking it through, I did eventually end up with a highly personal list I call " The Masters of Innovation " (which appears in my latest book ). To see my selections, click here. So what makes a Master?

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Innovation Ries Mauborgne Open-book 14

Harvard Business Review

SEPTEMBER 10, 2013

Welcome to HBR''s new Insight Center: Beyond the Breakthrough: Executing on Innovation. We''ll take a close look at the execution aspects of innovation. Ethan Mollick of Wharton will reveal the overlooked value of individual middle managers in executing on innovation. Executing on Innovation An HBR Insight Center.

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Innovation Venture Capitalist Hamel Middle Management 8

Harvard Business Review

SEPTEMBER 10, 2013

Welcome to HBR’s new Insight Center: Beyond the Breakthrough: Executing on Innovation. We’ll take a close look at the execution aspects of innovation. Ethan Mollick of Wharton will reveal the overlooked value of individual middle managers in executing on innovation. Innovation Isn’t an Idea Problem.

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Innovation Venture Capitalist Hamel Middle Management 8

Harvard Business Review

AUGUST 29, 2012

This approach is surprisingly successful in the workplace. 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.

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Management Hamel Self-aware Document 15

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. Bureaucracy is destroying value in innumerable ways, including slowing problem solving, discouraging innovation, and diverting huge amounts of time into politicking and “working the system.”

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Health Care Bureaucracy Hamel System 8

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.

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Prahalad Hamel Core Competence Leadership 15

Harvard Business Review

JUNE 12, 2015

The CEO knew I was a fan of passion-fueled innovation and thought he had a story I’d find inspiring, hence the call. Lakeland tracked the things that drove patient satisfaction — response times to call lights, pain management, the quality of the food, the effectiveness of patient communication, and so on. How could this be?

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Innovation CEO Benchmarking Airlines 8

Harvard Business Review

MAY 5, 2015

The humanist strand of management thinking that celebrates teams and collaboration through respect for customers and workers as human beings has a long and distinguished history. Even humanist change initiatives that were objectively dramatically successful have often been discarded by the firms that introduced them.

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Bureaucracy Management Drucker Waterman 8

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. Why does a statement like this produce breakthrough innovation?

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Goal Prahalad Hamel CPA 8

Harvard Business Review

NOVEMBER 20, 2013

In the early days, a management consultant used the familiar chiefs/Indians line to predict they’d fail. Second Chance has certainly been very successful with their flat, non-hierarchical structure. If the structure of the management committee was a problem, they would have failed by now. Take a look at W.L.

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Case Study Committee Software Hamel 10

Harvard Business Review

NOVEMBER 24, 2017

Strategic stress is characterized by three zones, which executives must consider and effectively manage: Strategic Burnout (too much strategic stress). Leading disk-drive manufacturers found it nearly impossible to maintain their success when the technology and market structure began to change.

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Strategy Strategic Planning Stress Hamel 8

Harvard Business Review

NOVEMBER 23, 2012

Although this seems counterintuitive to corporate leaders charged with top line growth, they demonstrated an Innovation Management best practice called "Systemic Authenticity.". This term comes from The World Database of Innovation, a collaboration between my company, Innovators International, and the CTOs of our member companies.

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Core Competence Prahalad Hamel Innovation 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.

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Innovation Webinar Proposal Hamel 12

Harvard Business Review

MAY 6, 2013

However, time and time again, statistics show that CIO and C-suite alignment drives financial success. Increasingly, the CIO and IT must be seen less as merely developing and deploying technology, and more as a source of innovation and transformation that delivers business value, leveraging technology instead of directly delivering it.

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CIO Hamel Technology Tactics 8

Harvard Business Review

NOVEMBER 5, 2014

Moving an idea forward is not just a matter of persuasion, but also of managing the connections between constituencies. You need the right mix of cohesion and diversity in order to achieve both innovation and operational efficiency. Gary Hamel and C.K. Managing people' Loose connections.

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Organization Airlines Prahalad Hamel 8

Harvard Business Review

NOVEMBER 5, 2014

Moving an idea forward is not just a matter of persuasion, but also of managing the connections between constituencies. You need the right mix of cohesion and diversity in order to achieve both innovation and operational efficiency. Gary Hamel and C.K. Managing people' Loose connections.

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Organization Airlines Prahalad Hamel 8

N2Growth Blog

SEPTEMBER 19, 2010

Even more impressive is that some of the most successful leaders throughout history were known to read one book every single day. Did you know that the average American only reads one book a year? Worse than this is the fact that 60% of average Americans only get through the first chapter.

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Blog Open-book Library Learning-by-Doing 419

Harvard Business Review

JUNE 2, 2011

Gurus like Don Tapscott , Tammy Erickson , John Hagel , Rosabeth Moss Kanter , Gary Hamel , and more recently, Umair Haque , have all written about how our new economy is about producing ideas, experiences, and meaning. And now we have "existence proofs" in the form of successful companies with different models. Maybe yes, maybe no.

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Hamel Customer Loyalty Creativity Cost Center 15

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. As a team manager, you can support the right behaviors with things that are in your control. Team members have to understand and agree on what success looks like.

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Team How To Case Study Hamel 8