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.”

Health Care 8

Health Care Bureaucracy Hamel System 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.

Core Competence 8

Core Competence Prahalad Hamel Innovation 8

Harvard Business Review

MAY 2, 2013

Only a small percentage came up with anything that was truly innovative. As Erik Brynjolfsson said, to succeed in the future, " We must reinvent our organizations and our whole economic system.". Digital business ecosystems dynamically create and operate value chains that extend their participants'' markets.

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

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

NOVEMBER 5, 2014

These are all synchronized systems. You need the right mix of cohesion and diversity in order to achieve both innovation and operational efficiency. In nature, the purpose of a system is hardwired. Gary Hamel and C.K. Firms with strong value systems seamlessly adapt to new challenges. Shared context.

Organization 8

Organization Airlines Prahalad Hamel 8

Harvard Business Review

NOVEMBER 5, 2014

These are all synchronized systems. You need the right mix of cohesion and diversity in order to achieve both innovation and operational efficiency. In nature, the purpose of a system is hardwired. Gary Hamel and C.K. Firms with strong value systems seamlessly adapt to new challenges. Shared context.

Organization 8

Organization Airlines Prahalad Hamel 8