Gary Hamel biography and books
Gary Hamel ranks as one of the world’s most influential business thinkers (according to Wall Street Journal). Gary Hamel is particularly known for the work he conducted with C.K. Prahalad with whom he developed the Core Competence Model.
Gary Hamel biography
Gary Hamel is a graduate of Andrews University (1975) and the Ross School of Business at the University of Michigan (1990).
Contribution to Management, Innovation and Strategy
Gary Hamel is the CEO of Strategos, an international management consultancy in Chicago, a visiting Professor of Strategic Management at the London Business School and Director of the Innovation Lab.
As a management consultant Gary Hamel has worked for organizations such as: General Electric, Nokia, Nestle, Shell, Microsoft, IBM, Time Warner, Procter & Gamble.
He has published various articles in Harvard Business Review, The Financial Times and Wall Street Journal. One of his most famous theories, he co-developed with C.K Prahalad is the Core Competence Model to focus on strategic objectives anbd creating a new competitive space.
In addition, Gary Hamel has written several books including Competing for the future (1996), Leading the Revolution (2000), The Future of Management (2007) and his latest book Humanocracy (2020).
Gary Hamel quotes
- “The biggest barriers to strategic renewal are almost always top management’s unexamined beliefs.”
- “The fact is, society is made more hospitable by every individual who acts as if ‘do unto others’.”
- “A noble purpose inspires sacrifice, stimulates innovation and encourages perseverance.”
- “An enterprise that is constantly exploring new horizons is likely to have a competitive advantage in attracting and retaining talent.”
- “Fact is, inventing an innovative business model is often mostly a matter of serendipity.”
- “Businesses fail when they over-invest in what is at the expense of what could be.”
- “In a well-functioning democracy, citizens have the option of voting their political masters out of office. Not so in most companies.”
- “In a world of commoditized knowledge, the returns go to the companies who can produce non-standard knowledge.”
- “It’s important to remember that innovators in business don’t always get a platform.”
- “Online hierarchies are inherently dynamic. The moment someone stops adding value to the community, his influence starts to wane.”
Books and publications
- 2020. Humanocracy. HBR Press.
- 2015. The Open Organization: Igniting Passion and Performance. Harvard Business Review Press
- 2013. Creating global strategic capability. Strategies in Global Competition, Routledge, Abingdon, 5-39.
- 2012. What matters now: How to win in a world of relentless change, ferocious competition, and unstoppable innovation. John Wiley & Sons.
- 2012. What matters now. Strategic Direction, 28(9).
- 2011. First, let’s fire all the managers. Harvard Business Review, 89(12), 48-60.
- 2009. Moon shots for management. Harvard business review, 87(2), 91-98.
- 2008. Management innovation. Academy of management Review, 33(4), 825-845.
- 2007. The Future of Management, Harvard Business School Press.
- 2006. The Why, What and How of Management Innovation. Harvard Business Review, February 2006
- 2004. Funding Growth in an Age of Austerity, Harvard Business Review.
- 2003. The Quest for Resilience, Harvard Business Review.
- 2003. Funding growth in an age of austerity. Harvard Business Review, 82(7-8), 76-84.
- 2003. Innovation as a deep capability. Leader to Leader, 27(Winter), 19-24.
- 2002. The World Bank’s Innovation Market, Harvard Business Review, November 2002.
- 2001. What CEOs Can Learn from America. Fortune, November 12, 2001, Vol. 144, Issue 9.
- 2001. Innovation: The new route to wealth. Journal of Accountancy, 192(5), 65.
- 2000. Leading the Revolution. Harvard Business School Press.
- 2000. Waking Up IBM, Harvard Business Review, July–August 2000.
- 2000. Reinvent Your Company. Fortune, June 12, 2000, Vol. 141, Issue 12, p 44.
- 1999. Strategic Flexibility: Managing in a Turbulent Environment.
- 1999. Bringing Silicon Valley Inside. Harvard Business Review, September–October 1999
- 1998. The challenge today: Changing the rules of the game. Business Strategy Review, 9(2), 19-26.
- 1998. Alliance Advantage: The Art of Creating Value Through Partnering. Harvard Business School Press.
- 1998. Bringing Silicon Valley inside. Harvard Business Review, 77(5), 70-84.
- 1998. Opinion: Strategy innovation and the quest for value. Sloan Management Review, 39(2), 7.
- 1997. The core competence of the corporation. En Foss, 235-56.
- 1997. Killer strategies. Fortune, June 23, 1997, Vol. 135, Issue 12, p 70.
- 1996. Competing for the future, Harvard Business School Press.
- 1996. Strategy as Revolution. Harvard Business Review.
- 1995. The use of alliances in implementing technology strategies. INSEAD.
- 1994. Competence-based competition. Wiley.
- 1994. Strategy as a field of study: Why search for a new paradigm? Strategic management journal, 15(S2), 5-16.
- 1993. Strategy as stretch and leverage. Harvard business review, 71(2), 75-84.
- 1992. Outsourcing and industrial decline. The Executive, 6(1), 7-22.
- 1991. Corporate imagination and expeditionary marketing. Harvard business review, 69(4), 81-92.
- 1991. Competition for competence and interpartner learning within international strategic alliances. Strategic management journal, 12(S1), 83-103.
- 1990. The Core Competence of the Corporation, Harvard Business Review, May–June 1990.
- 1990. Control, change and flexibility: the dilemma of transnational collaboration.
- 1990. Competitive collaboration: Learning, power and dependence in international strategic alliances. (Doctoral dissertation).
- 1989. Collaborate with your competitors and win. Harvard business review, 67(1), 133-139.
- 1985. Do you really have a global strategy?. Harvard Business Review. July-August, 139-148.
- 1983. Managing strategic responsibility in the MNC. Strategic Management Journal, 4(4), 341-351.
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