About Gary Hamel - Business Management and Strategy Speaker:
Gary Hamel is one of the world’s most influential and iconoclastic business thinkers. He has worked with leading companies across the globe and is a dynamic and sought-after management speaker. Hamel has been on the faculty of the London Business School for more than 30 years and is the director of the Management Innovation eXchange.
Hamel has written 17 articles for the Harvard Business Review and is the most reprinted author in the Review’s history. His landmark books have been translated into more than 25 languages. His most recent bestsellers are The Future of Management and What Matters Now. In these volumes, Hamel presents an impassioned plea for reinventing management and lays out a practical blueprint for building organizations that are “fit for the future.”
Fortune magazine describes Hamel as “the world’s leading expert on business strategy,” and the Financial Times calls him a “management innovator without peer.” Hamel has been ranked by The Wall Street Journal as the world’s most influential business thinker and is a fellow of the Strategic Management Society and of the World Economic Forum.
Hamel’s groundbreaking concepts such as “strategic intent,” “core competence,” “industry revolution,” and “management Innovation,” have changed the language and practice of management in organizations.
What Gary Hamel Talks About:
- Build creative capital. While most people have creative instincts, it takes practice to learn to think like a game changer. You wouldn’t expect someone to hit a golf ball 200 yards down the fairway without a bit of training. So it is with innovation. The quickest way to increase the innovation output of any company is to teach everyone how to upend conventional thinking, intercept emerging trends and invent novel solutions to deep customer needs.
- Re-tool the management model. Over the past decade, many companies re-engineered their operating model for speed and efficiency. Few, though, have retooled their management model for innovation. This is now an imperative. Every management system—planning, resource allocation, performance management, compensation and training—must facilitate rather than frustrate innovation. Companies that fail to take a systematic approach to this challenge will soon find themselves preempted by their competitors and abandoned by their customers.
- Motivation: Organizations get serious about busting bureaucracy when they start to measure its hidden costs. Every organization needs to calculate its BMI —“Bureaucracy Mass Index.”
- Models: It’s hard to begin a journey when you can’t imagine the destination. Luckily, the post-bureaucratic pioneers help point us in the right direction.
- Migration: You don’t build a post-bureaucratic organization with a grand, top down change program. Instead, you must build migration paths by launching many small, yet radical, experiments designed to test and refine new, “post-bureaucratic” practices. The payoff: an organization that is flat, open and free.
The #1 most influential business thinker in the world.
Wall Street Journal
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