Gary Hamel

Gary Hamel along with C.K. Prahalad coined the term core competency in the 1990 . He is the Chairman of Strategos and Director of the Woodside Institute.

  • Leading the Revolution by Gary Hamel, 2002. Leading the Revolution is not a calm analysis of what will or won't work in a post-industrial world. Instead, it's an impassioned call for revolutionary activists to shake the foundations of their companies' beliefs and move from a linear age of getting better, smarter, and faster, to a nonlinear age of becoming different.
  • Competing for the Future by Gary Hamel and C.K. Prahalad, 1996. Hamel and Prahalad caution that complacent managers who get too comfortable in doing things the way they've always done will see their companies fall behind.
  • Management Innovation - Interview of Gary Hamel by Des Dearlove, 2006. "Management innovation is innovation in management principles and processes that ultimately changes the practice of what managers do, and how they do it. It is different from operational innovation; which is about how the work of transforming inputs into outputs actually gets done."
  • Google Management by Gary Hamel, 2006. "Google has invested heavily in building a highly transparent organization that makes it easy to share ideas, poll peers, recruit volunteers, and build natural constituencies for change. Every project team, and there are hundreds, maintains a Web site that is continuously monitored for peer feedback. In this way, unorthodox ideas have the chance to accumulate peer support - or not - before they get pummeled by the higher-ups"
  • Thinking about the Customer   by Gary Hamel, 2001. "One of the great things about information technology in general -and the Web in particular - is that it's pretty easy to do small-scale, low-risk experiments, to put up a new site or a new service, and then to see whether it is going to make any difference."
  • The Old Guard vs. the Vanguard   by Gary Hamel and Lloyd Switzer, 2004. Adobe Acrobat Document
    "the essential nature of oligopolists is defensive. The future belongs to the inventive."
  • Innovation as a Deep Capability   by Gary Hamel, 2003. "There are two core challenges to making innovation a deep capability in any organization. First, most companies have a very narrow idea of innovation, usually focusing just on products and services. We need to enlarge our view of innovation..."
  • Innovation Now!   by Gary Hamel, 2002. "The challenge of systemic, radical innovation leads to two fundamental questions: How do you generate breakthrough ideas? And how do you manage that process?"
  • Innovation: The New Route to New Wealth   by Gary Hamel, 2001. "Call it the First Law of the Innovation Economy: Companies that are not constantly pursuing innovation will soon be overwhelmed by it. Strategy innovation is the only way to deal with discontinuous -- and disruptive -- change."