Management 2.0
Management 2.0
Management 2.0

Gary Hamel

Management 2.0

In his latest book, What Matters Now, Gary Hamel has made one of the most insightful contributions to how we take management and leadership into the 21st century.

Gary Hamel: The distinction between leadership and bureaucratic power

Gary Hamel: 3 systemic disabilities of today's organisations

Gary Hamel

Gary Hamel challenges some of the fundamental building blocks in today’s management and in a legendary HBR article defines 25 critical 'Moon Shots for Management' – areas that call for mindset changes to succeed in tomorrow’s business environment. He formulates provocative pointers for leaders in dealing with leadership and change based on extensive research and experience working with global organisations.

In his and many other management thinkers’ view, management in its current version has a hard time keeping up with the ever increasing changes we are facing on a global basis. New requirements and new realities have made the tools developed during the last century obsolete, and in a global, knowledge-based economy they often do more harm than good.

It is time to reinvent management

In Professor Hamel’s opinion, the challenges and conditions for most organisations and management teams have changed to an extent where we have to develop 'management version 2.0'. Implement Consulting Group shares this view. It is an issue we care about because we see it as one of the main reasons why two-thirds of all strategies do not live up to their objectives.

Help Gary Hamel reinvent management.

  • What Matters Now

    What Matters Now Gary Hamel

  • The Future of Management

    The Future of Management Gary Hamel

  • Leading the Revolution

    Leading the Revolution Gary Hamel

  • Competing for the Future

    Competing for the Future Gary Hamel

Articles

  • Moon Shots for Management

    Management is undoubtedly one of humankind’s most important inventions. For more than a hundred years, advances in management - the structures, processes and techniques used to compound human effort - have helped to power economic progress. The problem is that most of the fundamental breakthroughs in management occurred decades ago.

  • Strategic Intent

    Hamel and Prahalad argue that Western companies focus on trimming their ambitions to match resources and, as a result, search only for advantages they can sustain. By contrast, Japanese corporations leverage resources by accelerating the pace of organisational learning and try to attain seemingly impossible goals.

  • The Why, What, and How of Management Innovation

    Are you a management innovator? Have you discovered entirely new ways to organise, lead, coordinate, or motivate? Is your company a management pioneer? Has it invented novel approaches to management that are the envy of its competitors? Does it matter? It sure does.

Harvard Business Review