LDRLB

FEBRUARY 10, 2014

Now, of course, increasingly technology is changing the way that information is distributed around organizations. We came up with this notion we called the Management Innovation Lab, which had two guiding premises. Why shouldn’t we be innovative in the work of management just as we do, we in are the products and technology?

Competitive Advantage 121

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

First Friday Book Synopsis

DECEMBER 7, 2011

Harvard Business Review on Rebuilding Your Business Model Various Authors Harvard Business Review Press (2011) How to use innovative thinking to create or revise a business model that drives growth and profits This is one of the volumes in a series of anthologies of articles that first appeared in Harvard Business Review.

Business Model 85

Business Model Review Books Innovation 85

First Friday Book Synopsis

DECEMBER 7, 2011

Harvard Business Review on Rebuilding Your Business Model Various Authors Harvard Business Review Press (2011) How to use innovative thinking to create or revise a business model that drives growth and profits This is one of the volumes in a series of anthologies of articles that first appeared in Harvard Business Review.

Business Model 70

Business Model Review Books Innovation 70

Harvard Business Review

MAY 31, 2011

So when we were first contacted about a possible collaboration by the Management Innovation eXchange (MIX), which sees its role as "creating organizations that are fundamentally fit for the future — and genuinely fit for human beings," we were immediately excited by the possibilities. The first leg is The Management 2.0

McKinsey 13

McKinsey Innovation Hamel Management 13

Harvard Business Review

JUNE 9, 2011

That's the driving question behind the Management Innovation eXchange (MIX), , a web-based open innovation project dedicated to mustering the daring and creativity of the broadest base of thinkers and practitioners to reinvent management for a new age. The first phase of the competition, the Management 2.0

Hamel 16

Hamel Company McKinsey Innovation 16

Harvard Business Review

FEBRUARY 16, 2011

I have a lot of faith in the Millennials' imagination, based partly on my experience at HCL, in the area of technology innovation. My confidence in Gen Y — as well as my faith in bottom-up innovation — has been reinforced over the past month as I perused the entries submitted to the HCL MBA M-Prize.

Hamel 15

Hamel Management Bottom-up Licensing 15

Harvard Business Review

NOVEMBER 13, 2012

Zeitgeist, German for "spirit of the time," is the complex interplay of economic, technological, political, and social forces that can determine which ideas will flop and which will fly in a particular moment. So what did Hamel and Prahalad add? Tune Your Idea to the Zeitgeist. Similarly, scholars in the U.S. As the U.S.

Prahalad 17

Prahalad Hamel Core Competence Leadership 17

Harvard Business Review

OCTOBER 22, 2012

Gary Hamel and C.K. Prahalad's 1989 HBR article "Strategic Intent" brought about a discontinuous shift in my career — from a professor of accounting to a researcher on strategy and innovation. Hamel and Prahalad have an entirely different point of view. Why does a statement like this produce breakthrough innovation?

Goal 13

Goal Prahalad Hamel CPA 13

Harvard Business Review

APRIL 12, 2012

This is especially problematic when companies decide to innovate. If you don't have a clear understanding of why you are pursuing an innovation, you risk being wasteful and ineffective, and could lack strong differentiators from incumbents. But whereas core competencies are about know-how, core insights are about know-why.

Core Competence 15

Core Competence Prahalad Hamel Brand 15

Harvard Business Review

FEBRUARY 21, 2011

It sold this money-losing division systematically evolved itself to become, once again, a respected technology competitor. They have gone through different cycles of disruptive innovations, leaving some businesses, and creating new ones. Ndubuisi Ekekwe is a founder of the non-profit African Institution of Technology.

Core Competence 15

Core Competence Prahalad Film Hamel 15

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 14

Innovation Webinar Proposal Hamel 14

Harvard Business Review

OCTOBER 26, 2018

“First, let’s fire all the managers” said Gary Hamel almost seven years ago in Harvard Business Review. Repetitive to innovative: Managers often encourage predictability — they want things nailed down, systems in place, and existing performance measures high. The best time to innovate is all the time.”

Management 15

Management Fayol Hamel Learning-by-Doing 15

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. I want to spend more of my time on continuous improvement and innovation. asked Gary Hamel. Be a compassionate contrarian.

CIO 9

CIO Hamel Webinar Talent Management 9

Harvard Business Review

NOVEMBER 20, 2013

They’ve had challenges in maintaining their structure as they’ve grown, but the remain one of the most innovative and most profitable firms in the world. Your main point of differentiation is innovation. Firms organized with a flat structure tend to be much more innovative – if this is important strategically, then you should be flat.

Case Study 15

Case Study Committee Software Hamel 15

Harvard Business Review

OCTOBER 17, 2013

FedEx’s competencies in digital and transportational networks are its innovation platforms. Who doubts Microsoft’s technical core competencies in software, networking and gaming technologies? Customers Innovation Strategy' The same is equally and painfully true of Nokia and Blackberry, as well. company like Apple.

Core Competence 10

Core Competence Prahalad Supply Chain Hamel 10

Harvard Business Review

APRIL 18, 2014

It was, in part, the rise of the technology industry that gave charm a new urgency, because tech companies needed managers on the inside who were "technical and charismatic." This is how opportunities to be nimble and innovative are squandered, he says, and how companies become irrelevant.

Charisma 10

Charisma Hamel Bureaucracy Meyer 10

Harvard Business Review

MAY 6, 2013

Increasingly, the CIO and IT must be seen less as merely developing and deploying technology, and more as a source of innovation and transformation that delivers business value, leveraging technology instead of directly delivering it. Gary Hamel maintains that the key to future success is management innovation.

CIO 9

CIO Hamel Technology Tactics 9

Harvard Business Review

AUGUST 1, 2013

At the same time, compensating people for collaboration can be tricky, says Deborah Ancona, a professor at MIT Sloan School of Management and coauthor of X-Teams: How to Build Teams That Lead, Innovate, and Succeed. Most of them had been with the company for a while, but many didn''t have formal skills in instructional technology and design.

Team 14

Team How To Case Study Hamel 14

Harvard Business Review

JUNE 12, 2015

The CEO knew I was a fan of passion-fueled innovation and thought he had a story I’d find inspiring, hence the call. ” By the way — that CEO was my brother, Dr. Loren Hamel. For me, the point of his story was simple but profound: empathy is the engine of innovation. It does not have to be this way.

Innovation 8

Innovation CEO Benchmarking Airlines 8

Harvard Business Review

MAY 2, 2013

Only a small percentage came up with anything that was truly innovative. This will lead to new business models, new processes, more meaningful business interactions, innovation, improved and faster decision making, and a more agile organization. What does it mean to view innovation as the only competitive advantage?

CIO 8

CIO Competitive Advantage Agility Hamel 8

Harvard Business Review

NOVEMBER 24, 2017

Leading disk-drive manufacturers found it nearly impossible to maintain their success when the technology and market structure began to change. The optimal amount of each will depend on the specific organization and the situation, and on changes in technologies, customer needs, and the competitive context.

Strategy 8

Strategy Strategic Planning Stress Project 8

Harvard Business Review

MAY 12, 2015

Prahalad and Gary Hamel’s 1990 article, “ The Core Competence of the Organization ”). Rapidly responding to ever-evolving competitive and market changes (perhaps a reference to Rita McGrath and Ian McMillan’s 1995 article on innovation strategy “Discovery Driven Planning” ).

Strategy 8

Strategy Porter Blue Ocean Strategy Luehrman 8

CO2

JANUARY 15, 2017

The culture can also take shape around how the organization differentiates itself from others or how it innovates. Innovation is as good a way as any to build effective cultures. These problems present opportunities not only for improvement but innovation. Are you and your organization working differently than others?

Positioning 78

Positioning Hamel Company Charisma 78

CO2

JANUARY 15, 2017

The culture can also take shape around how the organization differentiates itself from others or how it innovates. Innovation is as good a way as any to build effective cultures. Consider for a moment the four methods of innovation that Gary Hamel identified: Process Innovation (Make it better). If so, how?

Positioning 60

Positioning Hamel Company Charisma 60