The Future of Management
What fuels long-term business success? Not operational excellence, technology breakthroughs, or new business models, but management innovation-new 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...
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What fuels long-term business success? Not operational excellence, technology breakthroughs, or new business models, but management innovation-new 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 century-centered on control and efficiency-no 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. BusinessWeek There's much here that will resonate with forward-thinking managers.
Preface ixAcknowledgments xiiiWhy Management Innovation MattersThe End of Management? 3The Ultimate Advantage 19An Agenda for Management Innovation 37Management Innovation in ActionCreating a Community of Purpose 69Building an Innovation Democracy 83Aiming for an Evolutionary Advantage 101Imagining the Future of ManagementEscaping the Shackles 125Embracing New Principles 147Learning from the Fringe 185Building the Future, of ManagementBecoming a Management Innovator 215Building the Future of Management 241Notes 257Index 265About the Author 271
\ USA TodayHis casual and frank writing style makes this akin to a one-on-one management master-class he is holding for you every morning for a week at Starbucks. No decaf allowed.\ \ \ \ \ BusinessWeekThere's much here that will resonate with forward-thinking managers.\ \ \ Forbes.comHere's a great idea from Gary Hamel . . .\ \ \ \ \ The New York TimesIf companies now innovate by creating new products or new business models . . . why can't they do the same in how they manage organizations?\ \ \ \ \ The Financial Times...he offers an intriguing account of what managing in the future is going to look like.\ \ \ \ \ FortuneLike many great inventions, management practices have a shelf life...Gary Hamel explains how to jettison the weak ones and embrace the ones that work.\ \ \ \ \ Fast CompanyAmong the prescriptions . . . more incentives for employees at all levels, and clearer ties between results and recognition.\ \ \ \ \ Publishers WeeklyThough 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.)\ Copyright 2007 Reed Business Information\ \
