In "The Future of Management," Gary Hamel argues that organizations need management innovation now more than ever. Why? The management paradigm of the last centurycentered on control and efficiencyno 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. "
Publishers Weekly® Reviews
- Reviewed in: Publishers Weekly, page 60.
- Review Date: 2007-08-20
- Reviewer: Staff
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.)