New Releases by Gary Hamel

A powerful new edition of the Wall Street Journal bestseller that helps leaders build radically more human—and capable—organizations. Now more than ever, we need organizations that are daring, resilient, and creative. Unfortunately, when confronted by unprecedented challenges, most companies and institutions prove to be timid, plodding, and orthodox. The culprit is bureaucracy. With its top-down power structures and rule-choked systems, bureaucracy hobbles ingenuity and innovation. In a time of upheaval, these long-tolerated impediments are fast becoming competitively and economically untenable. Humanity needs and deserves something better. In Humanocracy, Gary Hamel and Michele Zanini make a passionate, data-driven argument for uninstalling bureaucracy and reinventing management as we know it. In this extensively updated and expanded edition, readers will find new and compelling case studies, the latest research findings, and a wealth of fresh and provocative insights. Humanocracy is both a manifesto for institutional renewal and a blueprint for building organizations that are as courageous, energetic, and ingenious as the people inside them. Essential building blocks include: Motivation: Rallying colleagues to the challenge of reimagining management as usual Models: Leveraging the experience of vanguard organizations that have successfully disrupted the bureaucratic status quo Mindsets: Escaping the industrial-age thinking that undermines the quest to build radically more capable organizations Mobilization: Activating a pro-change coalition to hack outmoded management systems and processes Migration: Embedding the principles of humanocracy—ownership, markets, meritocracy, community, openness, experimentation, and paradox—in your organization's DNA If you've finally run out of patience with bureaucratic bullshit; if you're eager to build an organization that can outrun change and outperform expectations; if you believe every team member deserves the chance to do something extraordinary, then this book's for you.

Build resilience in your company to weather the greatest crises. If you read nothing else on organizational resilience, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help your company prepare for and overcome disruption, social upheaval, and disaster. This book will inspire you to: Reposition your core business while launching a separate, disruptive business Build the ability to continually anticipate and adjust to emerging trends Prepare for the business implications of climate change Learn about the risks of hyperefficient businesses Develop organizational grit Rebound from a recession faster than your competitors Lead your company through any kind of crisis This collection of articles includes "How Resilience Works" by Diane Coutu; "The Quest for Resilience" by Gary Hamel and Liisa Valikangas; "Disruptive Technologies: Catching the Wave" by Joseph L. Bower and Clayton M. Christensen; "Organizational Grit" by Thomas H. Lee and Angela L. Duckworth; "Leading in Times of Trauma" by Jane E. Dutton, Peter J. Frost, Monica C. Worline, Jacoba M. Lilius, and Jason M. Kanov; "Learning from the Future" by J. Peter Scoblic; "Leading a New Era of Climate Action" by Andrew Winston; "The High Price of Efficiency" by Roger L. Martin; "Reigniting Growth" by Chris Zook and James Allen; "Global Supply Chains in a Post-Pandemic World" by Willy C. Shih; and "Roaring Out of Recession" by Ranjay Gulati, Nitin Nohria, and Franz Wohlgezogen. HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever‐changing business environment.

A Wall Street Journal Bestseller In a world of unrelenting change and unprecedented challenges, we need organizations that are resilient and daring. Unfortunately, most organizations, overburdened by bureaucracy, are sluggish and timid. In the age of upheaval, top-down power structures and rule-choked management systems are a liability. They crush creativity and stifle initiative. As leaders, employees, investors, and citizens, we deserve better. We need organizations that are bold, entrepreneurial, and as nimble as change itself. Hence this book. In Humanocracy, Gary Hamel and Michele Zanini make a passionate, data-driven argument for excising bureaucracy and replacing it with something better. Drawing on more than a decade of research and packed with practical examples, Humanocracy lays out a detailed blueprint for creating organizations that are as inspired and ingenious as the human beings inside them. Critical building blocks include: Motivation: Rallying colleagues to the challenge of busting bureaucracy Models: Leveraging the experience of organizations that have profitably challenged the bureaucratic status quo Mindsets: Escaping the industrial age thinking that frustrates progress Mobilization: Activating a pro-change coalition to hack outmoded management systems and processes Migration: Embedding the principles of humanocracy—ownership, markets, meritocracy, community, openness, experimentation, and paradox—in your organization's DNA If you've finally run out of patience with bureaucratic bullshit . . . If you want to build an organization that can outrun change . . . If you're committed to giving every team member the chance to learn, grow, and contribute . . . . . . then this book's for you. Whatever your role or title, Humanocracy will show you how to launch an unstoppable movement to equip and empower everyone in your organization to be their best and to do their best. The ultimate prize: an organization that's fit for the future and fit for human beings.

Trong tương lai của quản trị, Gary Hamel chứng minh rằng ngày nay các tổ chức đang cần đổi mới quản trị hơn bao giờ hết. Mô hình quản trị hiện tại tập trung vào kiểm soát và tính hiệu quả - không còn phù hợp trong một thế giới mà khả năng thích nghi và tính sáng tạo là không thể thiếu để kinh doanh thành công. Không chỉ phá bỏ triệt để hệ thống niền tin cố hữu ngăn cản các công ty của thế kỷ XXI vượt qua những thách thức mới, Hamel còn đưa ra cách thức giúp các công ty từng bước trở thành nhà đổi mới quản trị, Hamel tiết lộ: Những thách thức sống còn sẽ quyết định lợi thế cạnh tranh trong thế giới đầy biến động ngày nay. Ảnh hưởng tiêu cực của những niềm tin cố hữu trong quản trị. Tiềm năng của Web trong quá trình dân chủ hóa việc thực hành quản trị. Những hành động mà công ty của bạn có thể thực hiện bây giờ để tạo dựng lợi thế quản trị cho bản thân.

Lo que ahora importa es un apasionado discurso escrito para ayudar a reinventar la gestión empresarial tal y como hoy la conocemos, reflexionar sobre nuestras creencias acerca del capitalismo y ser capaces de sobrevivir en un mundo dominado por el cambio continuo, la competencia cada vez más feroz y la innovación continua.Este libro, conciso y pertinente, le inspirará para meditar sobre el futuro y presente de su empresa, de su modelo de negocio y sobre la forma de dirigir y motivar a su organización o a su equipo de trabajo. En él, su autor nos plantea los cambios y las estrategias que debemos llevar a cabo para mantener nuestra posición y para crear nuevos negocios que sean capaces de liderar el mercado en los años venideros.

This is not a book about one thing. It's not a 250-page dissertation on leadership, teams or motivation. Instead, it's an agenda for building organizations that can flourish in a world of diminished hopes, relentless change and ferocious competition. This is not a book about doing better. It's not a manual for people who want to tinker at the margins. Instead, it's an impassioned plea to reinvent management as we know it—to rethink the fundamental assumptions we have about capitalism, organizational life, and the meaning of work. Leaders today confront a world where the unprecedented is the norm. Wherever one looks, one sees the exceptional and the extraordinary: Business newspapers decrying the state of capitalism. Once-innovative companies struggling to save off senescence. Next gen employees shunning blue chips for social start-ups. Corporate miscreants getting pilloried in the blogosphere. Entry barriers tumbling in what were once oligopolistic strongholds. Hundred year-old business models being rendered irrelevant overnight. Newbie organizations crowdsourcing their most creative work. National governments lurching towards bankruptcy. Investors angrily confronting greedy CEOs and complacent boards. Newly omnipotent customers eagerly wielding their power. Social media dramatically transforming the way human beings connect, learn and collaborate. Obviously, there are lots of things that matter now. But in a world of fractured certainties and battered trust, some things matter more than others. While the challenges facing organizations are limitless; leadership bandwidth isn't. That's why you have to be clear about what really matters now. What are the fundamental, make-or-break issues that will determine whether your organization thrives or dives in the years ahead? Hamel identifies five issues are that are paramount: values, innovation, adaptability, passion and ideology. In doing so he presents an essential agenda for leaders everywhere who are eager to... move from defense to offense reverse the tide of commoditization defeat bureaucracy astonish their customers foster extraordinary contribution capture the moral high ground outrun change build a company that's truly fit for the future Concise and to the point, the book will inspire you to rethink your business, your company and how you lead.

Dans un monde de changement perpétuel, de compétition féroce, d'innovation débordante et d'exigences sociales, comment construire une entreprise adaptée aux nouvelles réalités ? Ce qui compte vraiment n'est pas un énième livre sur la manière de réussir dans un monde dominé par une course effrénée à l'innovation, de plus en plus compétitif et aux contours de plus en plus flous. C'est un plaidoyer passionné, au style unique de Gary Hamel, le gourou du management, pour nous aider à réinventer le sens du travail et la vie dans l'organisation, à un moment clé où l'entreprise, pour durer, doit satisfaire à la fois les exigences des salariés et des actionnaires mais aussi celles de la société en général. Bousculant les idées reçues et proposant de nombreuses pistes de réflexion et d'action, Gary Hamel met en évidence les cinq défis fondamentaux que toute entreprise devrait considérer comme prioritaires au cours des prochaines années. Ils portent sur les valeurs organisationnelles, l'innovation, l'adaptabilité, la passion et la philosophie managériale.

In this article, renowned management experts Gary Hamel and C. K. Prahalad introduce their approach to strategic planning in the face of tough competition. With advice on tailoring your company's strategy and developing the will to win within your firm, this article helps you define a long-term strategy for your organization that captures employees' imaginations and creates a clear path to success.

CONTENIDO: Por qué es importante innovar en la administración de las empresas - La innovación administrativa en acción - Imaginar en futuro de la administración - La construcción del futuro de la administración.

What fuels long-term business success? Not operational excellence, technology breakthroughs, or new business models, but management innovation—new ways of mobilizing talent, allocating resources, and formulating strategies. Through history, management innovation has enabled companies to cross new performance thresholds and build enduring advantages. In The Future of Management, Gary Hamel argues that organizations need management innovation now more than ever. Why? The management paradigm of the last century—centered on control and efficiency—no longer suffices in a world where adaptability and creativity drive business success. To thrive in the future, companies must reinvent management. Hamel explains how to turn your company into a serial management innovator, revealing: The make-or-break challenges that will determine competitive success in an age of relentless, head-snapping change. The toxic effects of traditional management beliefs. The unconventional management practices generating breakthrough results in “modern management pioneers.” The radical principles that will need to become part of every company’s “management DNA.” The steps your company can take now to build your “management advantage.” Practical and profound, The Future of Management features examples from Google, W.L. Gore, Whole Foods, IBM, Samsung, Best Buy, and other blue-ribbon management innovators.

Betoog over de huidige, verouderde managementmodellen, die bureaucratie in de hand werken en creativiteit in de kiem smoren.

Traduit dans plus d'une dizaine de langues, La Conquête du futur propose une réflexion originale en matière de stratégie et de concurrence. Préoccupées par des programmes de réduction d'effectifs, de restructuration et d'organisation, nombre d'entreprises ont négligé une réflexion approfondie sur leur stratégie. Celle-ci est peu à peu tombée en discrédit au profit de questions opérationnelles. Cet ouvrage part du principe que le travail " à la marge " en termes de coûts, de rapidité ou de qualité a atteint ses limites. Les entreprises doivent désormais se choisir un avenir parmi tous ceux que permettent les évolutions de la technologie, des modes de vie, du travail et de la géopolitique. Celles qui ne parviendront pas à imaginer le futur ne seront bientôt plus là pour en profiter. L'objectif doit consister à réinventer l'espace concurrentiel existant, voire à créer de toute pièce un espace concurrentiel nouveau. Pour être capable de faire la révolution sur son secteur d'activités ou sur son marché, la formulation ou reformulation de la stratégie demeure un préalable indispensable et un exercice aussi gratifiant que difficile. En étudiant la dynamique d'accumulation de compétences de nombreuses entreprises, cet ouvrage invite les dirigeants et entrepreneurs à construire leur avenir plutôt qu'à le subir.

NEW YORK TIMES BESTSELLER One of the world's preeminent business thinkers and co-author of the bestseller, Competing for the Future, Gary Hamel has helped set the management agenda for three decades. Now, he brings us into the twenty-first century with Leading the Revolution, which spent time on The New York Times, The Wall Street Journal, USA Today, and Business Week bestseller lists, among others. Hamel lays out an innovative action plan for any company or individual intent on becoming—and staying—an industry revolutionary, for years to come. By drawing on the success of "gray haired revolutionaries" like Charles Schwab, Virgin, and GE Capital—companies that are always thinking ahead of the game and growing in new directions—and profiling individuals such as Ken Kutaragi, one of the pioneers of Sony Playstation, Hamel explains how companies can continue to grow, innovate, and achieve success, even in a chaotic world market. With insight culled from years of experience, Hamel: • Explores where revolutionary new business concepts come from • Identifies the key design criteria for building companies that are activist-friendly and revolution-ready • Shows how to avoid becoming "one-vision wonders" • Demonstrates how to harness the imagination of every employee • Explains how to develop new financial measures that focus on creating new wealth Packed with practical advice, Leading the Revolution is an accessible read, perfect for both businesses and individuals that don't want to get caught in the slow lane in the race for success in the twenty-first century.

Este libro nos indica cuales debe ser los lineamiento o estrategias a seguir en el mundo de los negocios; el futuro es algo que uno mismo puede crear. Es un libro para los apasionados de la administración que consideran que está debe estar en un constante cambio buscando nuevos productos y tecnologías, para poder competir con calidad y oportunismo.

Mondialisation et accélération technologique contraignent les entreprises à ne plus jouer seules. Qu'il s'agisse de mettre en commun des ressources ou d'atteindre une taille critique permettant d'agir au niveau mondial, s'allier est une nécessité stratégique. Dans ce mouvement irréversible, de nombreuses alliances, pourtant annoncées à grand renfort médiatique, s'ensablent ou échouent. Pourquoi ? C'est la nature même des alliances qui a changé et nombre de dirigeants, habitués à négocier et gérer de traditionnels joint-ventures, n'ont pas pris la mesure de la mutation en cours. Adoptant une approche originale et rigoureuse, cet ouvrage analyse la nature, les enjeux et les contraintes des alliances. Mais les auteurs en déduisent un grand nombre de règles et de conseils opérationnels pour les responsables qui les conduisent. Bien avant de traiter des aspects juridiques et contractuels de l'alliance, puis de sa gestion au quotidien, ils invitent le lecteur à s'intéresser à la logique de création de valeur sur laquelle repose l'alliance envisagée, et dont découleront son architecture et sa performance : s'agit-il de cooptation ? de cospécialisation ? ou d'apprentissage réciproque ? Où se situent les probables conflits d'intérêts ? Où s'arrête le partenariat et où commence la concurrence ? Faisant largement appel à des exemples réels étudiés en détail tels, entre autres, que les diverses alliances de Xerox, Boeing, Honda, Corning, Airbus, General Electric et Snecma, ce guide stratégique examine les meilleures pratiques pour créer de la valeur et rendre les alliances plus efficaces. Cette réflexion exhaustive aidera les dirigeants et cadres chargés de la stratégie, du développement international et de la gestion des alliances à construire de nouvelles collaborations ou améliorer celles dont ils sont déjà responsables.