Gary Hamel The statements below are key points of the book as What matters now more than ever is that managers embrace the 5. This is not a book about one thing. Its not a pagedissertation on leadership, teams or motivation. Instead, its anagenda for building organizations that can. Obviously, there are lots of things that matter now, including social media, “big data,” For noted strategist Gary Hamel, five issues are paramount: values.
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Editorial Reviews. homeranking.info Review. Guest review by Marc Benioff, Chairman and CEO, In his new book, What Matters Now, Gary Hamel outlines how tomorrow's successful companies must completely rethink management. Gary Hamel. What Matters Now is Gary Hamel's impassioned plea to rethink the fundamental assumptions we have about management, the meaning of life, and. What Matters Now is the latest book by Gary Hamel in which he puts forward an impassioned plea to reinvent management and to rethink the.
You can buy these human capabilities. Although the challenges currently facing organisations are limitless, unfortunately leadership bandwith is not. While the challenges facing organizations are limitless; leadership bandwidth isn't. Selected type: A companys social legitimacy can never be taken for granted—it can and will be challenged, so live with it. About the Author Noted business thinker and strategist Gary Hamel has been on the faculty of the London Business School for nearly thirty years.
Added to Your Shopping Cart. This is not a book about one thing. It's not a page dissertation on leadership, teams or motivation. Instead, it's an agenda for building organizations that can flourish in a world of diminished hopes, relentless change and ferocious competition.
Wherever one looks, one sees the exceptional and the extraordinary: Business newspapers decrying the state of capitalism. Once-innovative companies struggling to save off senescence. Next gen employees shunning blue chips for social start-ups. Corporate miscreants getting pilloried in the blogosphere. Entry barriers tumbling in what were once oligopolistic strongholds.
Hundred year-old business models being rendered irrelevant overnight. Newbie organizations crowdsourcing their most creative work.
National governments lurching towards bankruptcy.
Investors angrily confronting greedy CEOs and complacent boards. Newly omnipotent customers eagerly wielding their power.
Social media dramatically transforming the way human beings connect, learn and collaborate. This must change. We need organizations where freedom and control coexist and where employees have the information and skills to dynamically manage competing priorities. In a world of head-snapping change, planning is near impossible. To stay relevant, organizations must learn a lesson from biological evolution: Most change programs are belated, convulsive and ineffective.
The solution: Over the last 50 years, the New York Stock Exchange has outperformed all of its constituent companies. To beat this performance, companies will have to build internal markets for resource allocation. We all understand that innovation is the only insurance against irrelevance, the only way to outperform a mature industry, the only protection you have from commoditization and the only way to ensure long-term customer loyalty.
If an organization is going to thrive in the Digital Age, its management model must be rebuilt from the ground up around the principles of the social Web. A firms customers are the folks who buy its services rather than all those whose lives are affected by its actions.
Its legitimate for a company to make money by exploiting customer lock-in, exaggerating product benefits, or restricting customer choice. I mean, jeez, should it really take an act of Congress to force airlines to treat tarmac-bound passengers humanely? Market power and political leverage are acceptable ways of countering a disruptive technology or thwarting an unconventional competitor.
President Roosevelt used his first inaugural address to proclaim: The principles upon which Google Ideas seems to be based: In the long run, the interests of shareholders and society at large are convergent. A companys social legitimacy can never be taken for granted—it can and will be challenged, so live with it. Citizens and consumers expect companies to be not only socially accountable, but socially entrepreneurial.
Systemic problems cant be solved by a single institution or by people sitting around conference tables. Values — Need to rebuild the ethical foundations of capitalism 15 Values — Need to rebuild the ethical foundations of capitalism 16 You wont find much industrial-age DNA in these organizations.
Values — Need to rebuild the ethical foundations of capitalism 17 Barriers to innovation In most organizations one finds that: The perpetual habits of successful innovators Unchallenged Orthodoxies To be an innovator you have to challenge the beliefs that everyone else takes for granted — the long-held assumptions that blind industry incumbents to new ways of doing business.
Underappreciated Trends Innovators pay close attention to emerging trends, to the discontinuities that have the potential to reinvigorate old businesses or create new ones.
Underleveraged Competencies and Assets Every company is a bundle of skills and assets. To innovate, you need to see your organization and the world around it as a portfolio of skills and assets that can be endlessly recombined into new products and businesses.
How does a How does a How does a How does a How does a How does a customer become customer get smart customer transact customer take customer use our customer interact acquainted with our about our products with our company? What competitors? What do theypromote loyalty and prompts awareness Where do they go purchasing logistics of getting have to do to takeaffection, or and outreach?
What are thevariouscomponents of theuser experience? Positive EmotionalStates. I feel: Customer experience analysis cont. How amazing!
How, exactly, did it defy their expectations? Answers might include: They walked me through every step. They made it a game. Everyone remembered my name.
Innovation as a responsibility of everyone 25 Innovation matters at Apple… 27 Innovation matters at Apple… 28 Innovation matters at Apple… 29 Jonathan Ives, the companys head of design: Innovation matters at Apple… 30 Not only is it one of the worlds most innovative companies, its also one of the most efficient—when it comes to lean, Apple gives nothing away to Toyota, Wal-Mart, or Dell. You cant outperform your competitors if you live by their trade-offs.
Innovation as a responsibility of everyone 31 They are run by executives who know everything about cost and next to nothing about value. These are the human roots of renewal. How do icons become also-rans? How does excellence expire? First, gravity wins 1. There are three physical laws that over time flatten the arc of success. The first is the law of large numbers.
No company can outperform the mean indefinitely. The payoff to revenue- and margin-enhancing initiatives tends to shrink over time. The remedy: The best bet: Second, strategies die No strategy lives forever, and in recent years, strategy life cycles have been shrinking.
Strategies die when they are: All of this is great for efficiency but deadly for adaptability. Fossilized Mental Models Success hardens strategic choices into creedal beliefs. Third, success corrupts Abundant Resources With success comes plentitude — more employees, more cash, and more market power. Trouble is, abundance makes executives intellectually lazy. Affluence dulls the appetite for innovation.
Contentment and Entitlement Decades of steady growth can lead executives to believe that continued success is preordained. Here are the markers I listen for, and some responses you may want to employ if you hear them in your organizatiom: When an executive says: You say: Adaptability matters now When an executive says: I believe that institutional longevity has value, but I also believe that every organization must continually earn its right to exist.
Longevity should be the reward for resilience, rather than the product of protection. Six critical factors follow. What makes a company adaptable, or not? Learn from the Fringe The future starts on the fringe, not in the mainstream. Rehearse Alternate Futures The more time a company devotes to rehearsing alternate futures, the quicker it will be able to react when one particular future begins to unfold.