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    Gary Hamel

    Visiting Professor, London Business School

    Gary Hamel is a world-renowned business thinker and management expert who has been a Visiting Professor at London Business School for over 40 years.123 He is widely recognized as one of the most influential business strategists globally, with Fortune magazine describing him as "the world's leading expert on business strategy".2

    Professional Background:

    • Visiting Professor at London Business School since 19831
    • Director of the Management Lab
    • Co-founder of Strategos consulting company (1995-2006)1
    • Most reprinted author in Harvard Business Review history, having written 20 articles2

    Academic Credentials:

    • MBA from Andrews University (1975-1976)1
    • Ph.D. in International Business from University of Michigan (1977-1982)1

    Key Contributions: Hamel is known for groundbreaking management concepts like "strategic intent," "core competence," and "management innovation".23 He has worked with leading global companies to transform their organizational practices, helping to create billions in shareholder value.3 His recent bestselling books include Humanocracy and The Future of Management, which advocate for reinventing management practices.2

    Recognition:

    • Ranked by The Wall Street Journal as the world's most influential business thinker2
    • Fellow of the Strategic Management Society and World Economic Forum2
    • Sought-after speaker on strategy, leadership, innovation, and change2

    Highlights

    Sep 22 · twitter

    Bureaucracy is exacerbating social inequality, and depriving millions of people of the chance to share in the benefits of capitalism. Here's how to change that. https://t.co/yUyFIOvvLf

    Mar 8 · twitter

    CAN ELON MUSK DO IT?

    It may seem impertinent to ask whether @elonmusk is up to the challenge of remaking the federal government.

    He is stupendously good at building things—like Tesla and SpaceX. And with the demolition of the USAID, he and his acolytes have also proven adept at breaking things—particularly when empowered to do so by the President of the United States.

    No one should be surprised that Musk’s aggressive moves have provoked howls from the guardians of the status quo. (You expect an impaled pig to squeal.) Yet if you believe that many federal agencies are irredeemably dysfunctional, obstructionist, and wasteful, the only option may be to tear things down to the studs.

    But then what?

    America is facing a slew of mind-bending problems, including runaway entitlement costs, crumbling infrastructure, substandard schools, Chinese militarism, an imperiled middle class, and lackluster productivity growth. To tackle these and other challenges, America needs a central government that’s radically more capable, not just smaller.

    And there’s the rub: no one knows if Musk is any good at rebuilding things? Is there anything in his experience that will help him in the hard, grinding work of revitalizing America’s ossified federal agencies? (Twitter isn’t the Defense Department).

    Rejuvenating a moribund institution takes steely courage, but also patience and nuance.

    Musk might take a lesson from Bill Anderson. During his tenure as CEO of the pharmaceutical business of Hoffman La Roche, the world’s second largest drug-maker, Anderson orchestrated a remarkable metamorphosis. He sliced the number of management layers in half, dismantled insular head office functions, turned fiefdoms into collaborative communities, shifted the leadership model from command-and-control to empower-and-enable, increased the autonomy of those on the front lines, and made every employee accountable for patient impact. The moves not only saved the company $3 billion per year, they also made the organization dramatically more energetic, focused, and flexible.

    Insights could also be gleaned from Zhang Ruimin, the recently retired Chairman and CEO of Qingdao-based Haier. Over the course of a decade, Zhang transformed what had been a mediocre, municipally-owned appliance maker into a global, innovation powerhouse. He did so by flattening the pyramid, breaking monolithic business units into thousands of self-managing “micro-enterprises,” using open innovation to source the best ideas from across the world, and giving every employee a financial stake in the success of their team. This radical makeover spawned a slew of new products and businesses and turned a once sleepy company into a global benchmark.

    Rejuvenation can’t be accomplished without a certain amount of trauma. Ineffective programs have to be shuttered and seat-warmers shown the door. But the trauma needs be brief and well-aimed. If it is not, the organization will be permanently weakened—not least because the first rats off a sinking ship tend to be the best swimmers.

    Maybe America (and the world) can live without USAID, or even the Department of Education. But it can’t live without the US Army, the National Institutes of Health, the Federal Bureau of Investigation, and many other agencies. These institutions need to be downsized, but also rejuvenated. That will be the ultimate test for Musk and his boss.

    [Note @MicheleZanini and I are working on a longer piece about DOGE. Watch this space.]

    CAN ELON MUSK DO IT?

It may seem impertinent to ask whether @elonmusk  is up to the challenge of re
    Feb 21 · london.edu
    Gary Hamel | London Business School
    Gary Hamel | London Business School
    Aug 17 · london.edu
    Good riddance to those old ways of working | London Business School
    Jan 2 · london.edu
    Spotlight on Gary Hamel of London Business School

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    Gary Hamel
    Gary Hamel, photo 1
    Gary Hamel, photo 2
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    Location

    Redwood City, California, United States