Product Description

For organizations like GE, Procter & Gamble, and Visa, management innovation is the secret to success. But what is management innovation, and how does it
happen? What activities and ways of thinking do such companies cultivate that encourage truly unique management ideas to be born and to flourish? And
how can other companies learn to become management innovators? In, The Future of Management, strategy and innovation expert Gary Hamel addresses
these crucial questions. Management innovation delivers a strong and lasting advantage to the innovating company and can produce a major shift in
industry leadership.

In his new audiobook, Hamel outlines the four crucial components necessary to create an innovation in management practice: a big problem that demands fresh thinking, creative principles, or paradigms that can reveal new approaches; an evaluation of the conventions that constrain novel thinking; and examples and analogies that help redefine what can be done. He also offers practical advice and poses critical questions to help companies explore their existing management processes and create opportunities to reinvent them.

Product Details

• Amazon Sales Rank: #438982 in Books
• Published on: 2008-04-01
• Formats: Audiobook, Unabridged
• Original language: English
• Dimensions: 6.00" h x 1.25" w x 5.25" l, .46 pounds
• Binding: Audio CD

From Publishers Weekly
Though this authoritative examination of today's static corporate management systems reads like a business school treatise, it isn't the same-old thing. Hamel, a well-known business thinker and author (Leading the Revolution), advocates that dogma be rooted out and a new future be imagined and invented. To aid managers and leaders on this mission, Hamel offers case studies and measured analysis of management innovators like Google and W.L. Gore (makers of Gore-Tex), then lists lessons that can be drawn from them. He doesn't gloss over how difficult it will be to reinvent management, comparing the new and needed shift in thinking to Darwin's abandoning creationist traditions and physicists who had to look beyond Newton's clockwork laws to discover quantum mechanics. But the steps needed to make such a profound shift aren't clearly outlined here either. The book serves primarily as an invitation to shed age-old systems and processes and think differently. There's little humor and few punchy catchphrases—the book has less sparkle than Jeffrey Pfeffer's What Were They Thinking?—but its content will likely appeal to managers accustomed to b-school textbooks and tired of gimmicky business evangelism. (Oct.)
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About the Author
Gary Hamel has been on the faculty of the London Business School since 1983, where he is currently Visiting Professor of Strategic and International Management. He is also the founder of Strategos, a consulting company that has trained tens of thousands of individuals around the world.

Hamel received his Ph.D. from the University of Michigan and has held faculty appointments at the U. of M. and Harvard Business School. He is a fellow of the World Economic Forum and serves on the editorial board of the Strategic Management Journal. Hamel lives in Northern California.