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. Strategic Boredom (not enough strategic stress).

Strategy 8

Strategy Strategic Planning Stress Project 8

CO2

JANUARY 15, 2017

You may have a comprehensive rule book, a checklist, and an operating manual, but without the right positive corporate cultural attributes, those concrete instructions and processes will not work. When your culture is strong, people seem to genuinely enjoy their work and the people they work with; they tend to do their work well and on time.

Positioning 78

Positioning Hamel Company Charisma 78

CO2

JANUARY 15, 2017

You may have a comprehensive rule book, a checklist, and an operating manual, but without the right positive corporate cultural attributes those concrete instructions and processes will not work. 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

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

MARCH 21, 2012

Kid Spectrum's previous owner, Arthur Hamel, had told Matthew that Ellen, with nearly two decades of experience in health services, would be one of his biggest assets. Ronnie Emerson was director of clinical operations in Orlando, a position Matthew had created soon after taking the reins at Kid Spectrum. Matthew, it's Ellen.

Case Study 14

Case Study Insurance Hamel System 14

Harvard Business Review

NOVEMBER 5, 2014

Despite our best efforts, most organizations operate disjointedly. You need the right mix of cohesion and diversity in order to achieve both innovation and operational efficiency. Gary Hamel and C.K. Apple and Google, of course, have been successful across a variety of market contexts. These are all synchronized systems.

Organization 9

Organization Airlines Prahalad Hamel 9

Harvard Business Review

NOVEMBER 5, 2014

Despite our best efforts, most organizations operate disjointedly. You need the right mix of cohesion and diversity in order to achieve both innovation and operational efficiency. Gary Hamel and C.K. Apple and Google, of course, have been successful across a variety of market contexts. These are all synchronized systems.

Organization 8

Organization Airlines Prahalad Hamel 8