What fuels long-term business success? Not operational excellence, technology breakthroughs, or new business models, but management innovationnew 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 centurycentered on control and efficiencyno 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.
A hard topic with high expectations and mixed delivery
By Mark P. McDonald - October 25, 2007
When you write a book about the future of management, there are bound to be high expectations. When that book is written by one of the more celebrated management thinkers, those expectations go even higher. With that said and recognizing that it is hard to argue with success and stature. I have to say that this book left me flat. Hammel's Future of Management is a continuation on his 2000 work Leading the Revolution (LTR) which combined high impact statements with high design that reflected the height of the internet era. In many ways, the Future of Management is a more somber continuation of the ideas in LTR.
The first section of the book poses a powerful question in terms of what comes next for management innovation. That is followed by an explanation of the importance of management innovation over operational, product and strategic innovation. The section challenges the reader to first imagine, and then invent the future of management. A noble task and one that... read more
Misses the mark--a major disappointment
By Trevor Cross "persepolis" - February 2, 2008
There is an old Arab proverb: "He who speaks about the future lies even when he tells the truth". The author makes some good points, particularly when discussing the corrosive affect of calcified corporate cultures on employee morale. But he extends his examples of Google, WL Gore and Whole Foods too far. What works for them might not work for other companies. He never makes this distinction (nor tells the reader how to identify it) and he falls into the trap of missing the difference between cause and effect (see the excellent book "The Halo Effect" to learn more about this all too common tendency amongst business management authors). He gives some good examples of how technology can break down barriers inside of a company, such as internet enabled 'predictive markets' and their ability to help with m&a strategy. But then he goes on to suggest that company sponsored blogs where employees can vent their feelings about their employer (anonymously) might make for a... read more
An invaluable "guide to inventing tomorrow's best practices today"
By Robert Morris - September 23, 2007
As he clearly indicates in his earlier books, notably in Competing for the Future (with C.K. Prahalad) and then in Leading the Revolution, Gary Hamel's mission in life is to exorcise "the poltergeists who inhabit the musty machinery of management" so that decision-makers can free themselves from what James O'Toole aptly characterizes as "the ideology of comfort and the tyranny of custom." In his Preface to this volume, written with Bill Breen, Hamel asserts that "today's best practices aren't good enough" and later suggests that he wrote this book for "dreamers and doers" who want to invent "tomorrow's best practices today." In this brilliant book, he explains how to do that.
In the city where I live, we have a number of outdoor markets at which slices of fresh fruit are offered as samples of the produce available. In that same spirit, I frequently include brief excerpts from a book to help those who read my review to get a "taste." Here is a representative selection of... read more
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