First Friday Book Synopsis

APRIL 16, 2012

…successful products and strategies are quickly copied. Gary Hamel, What Matters [.]. Without relentless innovation, success is fleeting. …there’s not one company in a hundred that has made innovation everyone’s job, every day. ?In

Hamel 97

Hamel Long-term Innovation Team 97

First Friday Book Synopsis

JULY 13, 2014

His experience cuts across industries and includes technology, consumer products & retail, healthcare, energy, financial services […]. Bob''s blog entries Albert Einstein Apple Berkeley Booth School of Business Brilliant Mistakes Brooke Manville C.K.

Prahalad 93

Prahalad Hamel Core Competence Drucker 93

First Friday Book Synopsis

MAY 28, 2014

His experience cuts across industries and includes technology, consumer products & retail, healthcare, energy, financial services and transportation companies. His primary focus has been to help client organizations renew […]. Bob''s blog entries Apple Brilliant Mistakes C.K.

Prahalad 75

Prahalad Hamel Core Competence Wilde 75

Surviving Leadership

MARCH 26, 2019

The first event was, shall we say, “intimate” – not a lot of people, but a lot of buy-in around the idea of treating employees like human beings and acknowledging that they bring more than their productivity to the workplace. ” (Okay, maybe Gary Hamel , Kat Cole and Brené Brown make sense.

Conference 71

Conference Hamel Film Media 71

Six Disciplines

FEBRUARY 28, 2014

Here''s a profound observation from management guru, Gary Hamel: "If you want to understand the real strategy, look at what people are doing!”. Keep the VFOs simple - financial, customer, production, people - and let everything else go. Why the gaps? Reduce the number of key objectives. Make the VFOs measurable.

Strategy 102

Strategy Hamel Objective System 102

Lead Change Blog

FEBRUARY 17, 2016

We all went to school on how the Japanese transformed a rotten “made in Japan” reputation synonymous with junk into one that represented the pinnacle of zero defects products. We have a workforce that has largely embedded quality into the ethos of all production.

Six Sigma 150

Six Sigma TQM Airlines Wilde 150

Harvard Business Review

AUGUST 9, 2011

According to Gary Hamel, it's your management model. Organizations with management models that foster initiative, creativity, and innovation, he says, will gain the clear advantage, as their employees set the strategic vision and create the products and services the future demands. And don't expect the experiments to end.

Hamel 10

Hamel Webinar Management Agility 10

Lead Change Blog

JUNE 1, 2021

We’re excited to share posts from leadership experts from around the globe on the topics of communication, development, engagement, motivation, productivity, team building, and more. Hamel and Zanini’s book Humanocracy shows the power of paradox as part of organization culture. Welcome to the June 2021 Leadership Development Carnival!

Leadership Development 373

Leadership Development Development Leadership Team Building 373

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. Hamel and Zanini declare that there is “no map to disassembling bureaucracy.” Kelvin Murray/Getty Images. What about solutions? ” I beg to differ. Insight Center. Transforming Health Care.

Health Care 8

Health Care Bureaucracy Hamel System 8

Harvard Business Review

JUNE 9, 2011

It's time to radically rethink how we mobilize people and organize resources to productive ends. That's why Gary Hamel, management thinker and author, envisioned the MIX as a collaborative platform to both surface bold ideas and inspiring stories and to make progress on a set of make-or-break challenges.

Hamel 15

Hamel Company McKinsey Innovation 15

Harvard Business Review

NOVEMBER 13, 2012

In particular, our research revealed that HBR's authors consistently took aim at one of three core business objectives: improved efficiency, greater effectiveness, or innovation of products and processes. So what did Hamel and Prahalad add? But they also sprinkle in new case examples that align with the current zeitgeist.

Prahalad 15

Prahalad Hamel Core Competence Leadership 15

Harvard Business Review

OCTOBER 22, 2012

Gary Hamel and C.K. Canon standardized copy machines and components to reduce costs and sold its offerings through office-product dealers, appealing to people who wanted to own the machines outright. Hamel and Prahalad have an entirely different point of view. This latter view has strongly influenced my work.

Goal 9

Goal Prahalad Hamel CPA 9

Harvard Business Review

FEBRUARY 21, 2011

But it got stuck in its core competence of traditional film products and missed the rise of digital photography and printing. Prahalad and Gary Hamel's HBR classic Core Competence of the Corporation made popular the notion that knowing and mastering core business factors can be leveraged across products and markets.

Core Competence 15

Core Competence Prahalad Film Hamel 15

LDRLB

FEBRUARY 10, 2014

That’s one thing I’ve really, really enjoyed in some of your past work, even before the book in working with Gary Hamel and setting up the Management Innovation Lab, which was the precursor to the Management Innovation eXchange, the MIX, which a lot of people might be familiar with. So that was premise number one.

Competitive Advantage 121

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

Harvard Business Review

JUNE 7, 2013

It was an enlightening conversation with business strategy guru Gary Hamel , Newport News Shipbuilding''s CIO Leni Kaufman , and Walgreens'' CIO Tim Theriault, with HBR editor Angelia Herrin moderating. asked Gary Hamel. Sometimes when you think innovation, you think products and services, but the reality is management innovation.

CIO 8

CIO Hamel Webinar Talent Management 8

Harvard Business Review

JANUARY 10, 2011

And while I'm delighted that giants (many of my intellectual heroes, truth be told) like Porter, Peter Senge, Gary Hamel, Martin Wolf, and others agree, it's another matter to get to the other side. That competitiveness is the product of beating, bashing, and crushing rivals, instead of bettering them.

Porter 17

Porter Short-term Senge Hamel 17

Harvard Business Review

SEPTEMBER 10, 2013

Gary Hamel will explore how companies build their innovation engines. Turning innovative ideas into new products and services isn''t easy, and there is no one-size-fits-all strategy for doing so.

Innovation 8

Innovation Venture Capitalist Hamel Middle Management 8

Harvard Business Review

APRIL 12, 2012

Do you know why you make the products or offer the services you do? Core insights are a complement to the familiar notion of core competencies , which were first advocated by Gary Hamel and the late C.K. The fact that they are now turning Prius into a brand and product line is testament to the durable nature of their insight.

Core Competence 14

Core Competence Prahalad Hamel Brand 14

Harvard Business Review

SEPTEMBER 10, 2013

Gary Hamel will explore how companies build their innovation engines. Turning innovative ideas into new products and services isn’t easy, and there is no one-size-fits-all strategy for doing so.

Innovation 8

Innovation Venture Capitalist Hamel Middle Management 8

Management Excellence

APRIL 2, 2011

This week's selections feature content on: moving forward, taking steps to ensure that your company will appeal to the best and brightest of the Facebook Generation and some thoughts on Enchantment with Guy Kawasaki along with some new productivity tools.

Review 58

Review Management Content Tools 58

Harvard Business Review

JUNE 2, 2011

In spite of a forest's worth of academic papers and rafts of best practices published by the likes of HBR on the importance of the "soft" stuff, most companies continue to treat people as inputs in a production line. Profitability up 16%, Productivity up 18%, customer loyalty up 12% and quality up an incredible 60%.

Hamel 16

Hamel Customer Loyalty Creativity Cost Center 16

Harvard Business Review

NOVEMBER 24, 2017

A turnaround subsequently lowered strategic stress to a productive level by discontinuing many of their seemingly unrelated projects, re-focusing on their core business, as well as streamlining operational processes that improved coordination activities. The multitude of projects drove the company in numerous directions at the same time.

Strategy 8

Strategy Strategic Planning Stress Hamel 8

Harvard Business Review

NOVEMBER 23, 2012

You might also ask, "How can they claim a success when more product was consumed?". Since Patagonia's goods last longer, one of their jackets will last as long as three average products meaning you can consume less. The well-known article on core competencies by Prahalad and Hamel (1991) best defines and lays out this rigorous task.

Core Competence 8

Core Competence Prahalad Hamel Innovation 8

Harvard Business Review

OCTOBER 17, 2013

.” The fundamental challenge around strategic core competencies today is that too many of them appear designed, debated and deployed from the enterprise-out rather than the customer/client-in.

Core Competence 8

Core Competence Prahalad Supply Chain Hamel 8

Harvard Business Review

MAY 2, 2013

Originally, business consisted of neighbors exchanging the products of their labors, dedicated craftsmen travelling from town to town, and localized general stores. Innovation is the key to the future — innovation in business models, business processes as well as products and services.

CIO 8

CIO Competitive Advantage Agility Hamel 8

Harvard Business Review

JULY 20, 2011

This ethos helps to continually open up the field of play at Rite-Solutions to new products, technologies, and directions. The product, called Rite-View, was based on ideas and technology Lavoie and the leadership of the company would never have put together (and would never have invested in) without Mutual Fun.

Innovation 12

Innovation Webinar Proposal Hamel 12

Harvard Business Review

AUGUST 1, 2013

To help launch PfizerWorks , a productivity initiative that allows employees to outsource boring parts of their jobs, Jordan Cohen put together a small team including his two direct reports, Tanya and Seth, and started by devising a collective purpose. Focus on individual performance — emphasize the team''s accomplishments.

Team 10

Team How To Case Study Hamel 10

Harvard Business Review

MAY 6, 2013

Gary Hamel maintains that the key to future success is management innovation. It has to come before technology innovation, product innovation, operational innovation, and all the other areas where we eventually must innovate.

CIO 8

CIO Hamel Technology Tactics 8

N2Growth Blog

SEPTEMBER 19, 2010

This medium has been my preferred reading choice for a number of years now because it is extremely productive and time effective. I subscribe to these venues because I’m able to be “pushed” content that I’ve asked for in a medium that I enjoy. If you are not a heavy consumer of online information you are truly missing the boat.

Blog 419

Blog Open-book Library Learning-by-Doing 419

Harvard Business Review

APRIL 18, 2014

Andrea Ovans Beware the Tentacles This Is How Bureaucracy Dies Fortune Gary Hamel says it''s disheartening to go inside "one of America''s youngest and fastest growing IT companies" and find that it already has 600 vice presidents, a pretty strong indicator that the "tentacles of bureaucracy" are rapidly encircling it.

Charisma 8

Charisma Hamel Bureaucracy Meyer 8

Harvard Business Review

MAY 31, 2011

Led by Gary Hamel and supported by McKinsey & Company (along with a handful of like-minded organizations), the MIX is a web-based open innovation project aimed at reinventing management for the 21st century. Of course you can't win if you don't play — and if you play, we all win. Challenge pipeline.

McKinsey 11

McKinsey Innovation Hamel Management 11

Harvard Business Review

MARCH 23, 2012

I didn't create any kind of ranking algorithm while making my choices, but did consider three basic criteria: Do the individual's ideas bring clarity to the quest of improving the predictability and productivity of innovation? Are the ideas presented in a way that a practitioner can put them to work immediately?

Innovation 15

Innovation Ries Mauborgne Open-book 15

Harvard Business Review

MARCH 1, 2012

So the bank's leaders radically revamped their change program, to include training on being aware of one's own and others' personality types, building emotional intelligence, and changing bankers' notion of being salespeople from "pushing products" to "helping customers discover and fulfill their unarticulated needs."

Banking 15

Banking Prahalad Hamel Emotional Intelligence 15

Harvard Business Review

MAY 12, 2015

And so, he famously argued, in addition to the fierceness of price competition among industry rivals, the degree of competitiveness in an industry (that is, the degree to which players are free to set their own prices) depends on the bargaining power of buyers and of suppliers, as well as how threatening substitute products and new entrants are.

Strategy 8

Strategy Porter Blue Ocean Strategy Luehrman 8

Harvard Business Review

NOVEMBER 5, 2014

Gary Hamel and C.K. Apple creates products that are “insanely great.” However, in organizations it is incumbent on leaders to set direction. Prahalad called this concept strategic intent. Southwest Airlines has prospered by being “the fun low cost airline” and seeks to be nothing else.

Organization 8

Organization Airlines Prahalad Hamel 8

Harvard Business Review

NOVEMBER 5, 2014

Gary Hamel and C.K. Apple creates products that are “insanely great.” However, in organizations it is incumbent on leaders to set direction. Prahalad called this concept strategic intent. Southwest Airlines has prospered by being “the fun low cost airline” and seeks to be nothing else.

Organization 8

Organization Airlines Prahalad Hamel 8