New Releases by Gary Hamel

A Wall Street Journal Bestseller. In a world of unrelenting change and unprecedented challenges, we need organizations that are resilient and daring. Unfortunately, most organizations, overburdened by bureaucracy, are sluggish and timid. In the age of upheaval, top-down power structures and rule-choked management systems are liabilities. They crush creativity and stifle initiative. As leaders, employees, investors, and citizens, we deserve better. We need organizations that are bold, entrepreneurial, and as nimble as change itself. In Humanocracy, Gary Hamel and Michele Zanini make a passionate, data-driven argument for excising bureaucracy and replacing it with something better. In this extensively updated and expanded edition, drawing on more than a decade of research and packed with practical examples, Humanocracy lays out a detailed blueprint for creating organizations that are as inspired and ingenious as the human beings within them. Critical building blocks include: Motivation: Rallying colleagues to the challenge of busting bureaucracy Models: Leveraging the experience of organizations that have profitably challenged the bureaucratic status quo Mindsets: Escaping the industrial-age thinking that frustrates progress Mobilization: Activating a pro-change coalition to hack outmoded management systems and processes Migration: Embedding the principles of humanocracy—ownership, markets, meritocracy, community, openness, experimentation, and paradox—in your organization''s DNA Whatever your role or title, Humanocracy will show you how to launch an unstoppable movement to equip and empower everyone in your organization to be their best and to do their best. If you''ve finally run out of patience with bureaucratic bullshit . . . If you want to build an organization that can outrun change . . . If you''re committed to giving every team member the chance to learn, grow, and contribute . . . then this book''s for you.

A Wall Street Journal Bestseller. In a world of unrelenting change and unprecedented challenges, we need organizations that are resilient and daring. Unfortunately, most organizations, overburdened by bureaucracy, are sluggish and timid. In the age of upheaval, top-down power structures and rule-choked management systems are liabilities. They crush creativity and stifle initiative. As leaders, employees, investors, and citizens, we deserve better. We need organizations that are bold, entrepreneurial, and as nimble as change itself. In Humanocracy, Gary Hamel and Michele Zanini make a passionate, data-driven argument for excising bureaucracy and replacing it with something better. In this extensively revised and updated edition, drawing on more than a decade of research and packed with practical examples, Humanocracy lays out a detailed blueprint for creating organizations that are as inspired and ingenious as the human beings within them. Critical building blocks include: Motivation: Rallying colleagues to the challenge of busting bureaucracy Models: Leveraging the experience of organizations that have profitably challenged the bureaucratic status quo Mindsets: Escaping the industrial-age thinking that frustrates progress Mobilization: Activating a pro-change coalition to hack outmoded management systems and processes Migration: Embedding the principles of humanocracy--ownership, markets, meritocracy, community, openness, experimentation, and paradox--in your organization''s DNA Whatever your role or title, Humanocracy will show you how to launch an unstoppable movement to equip and empower everyone in your organization to be their best and to do their best. If you''ve finally run out of patience with bureaucratic bullshit . . . If you want to build an organization that can outrun change . . . If you''re committed to giving every team member the chance to learn, grow, and contribute . . . then this book''s for you.

Por desgracia, la mayoría de las organizaciones, sobrecargadas de burocracia, son lentas y rígidas. En una época de transformaciones, las estructuras de poder descendentes y las normas de lossistemas de gestión son un lastre: limitan la creatividad y frenan la iniciativa. Como líderes, empleados, inversores y ciudadanos que somos, nos merecemos algo mejor. Necesitamos organizaciones que sea audaces, emprendedoras y tan ágiles como el propio cambio. Esta es la razón de este libro.En Humanocracia, Gary Hamel y Michele Zanini ofrecen una apasionada explicación basada endatos de por qué se ha de acabar con la burocracia y sustituirla por algo mejor. Humanocracia, un libro basado en más de una década de investigación y lleno de ejemplos prácticos, expone un plan perfectamente detallado para crear organizaciones que sean tan inspiradoras e ingeniosas como los seres humanos que las componen.

"Wall Street Journal Bestseller" En un mundo de cambios incesantes y retos nunca vistos, necesitamos organizaciones que sean resilientes y audaces. Por desgracia, la mayoría de las organizaciones, sobrecargadas de burocracia, son lentas y rígidas. En una época de transformaciones, las estructuras de poder descendentes y las normas de lossistemas de gestión son un lastre: limitan la creatividad y frenan la iniciativa. Como líderes, empleados, inversores y ciudadanos que somos, nos merecemos algo mejor. Necesitamos organizaciones que sea audaces, emprendedoras y tan ágiles como el propio cambio. Esta es la razón de este libro. En Humanocracia, Gary Hamel y Michele Zanini ofrecen una apasionada explicación basada endatos de por qué se ha de acabar con la burocracia y sustituirla por algo mejor. Humanocracia, un libro basado en más de una década de investigación y lleno de ejemplos prácticos, expone un plan perfectamente detallado para crear organizaciones que sean tan inspiradoras e ingeniosas como los seres humanos que las componen.

策略大師哈默爾耗時八年最新力作 在組織內部建立創業家精神的務實指南 國內外企業領導人強力推薦 ★公理商業圖書獎（Axiom Business Book Awards）商業評論類銀獎 ★《富比世》雜誌年度十大科技書 ★《金融時報》（Financial Times）評論家精選最佳書籍 ★《戰略與經營》雜誌（strategy+business）最佳策略類商業書 ★《企業》雜誌（Inc.）16本必讀商業新書 為什麼稱霸電腦晶片的英特爾沒有抓住手機晶片的商機？ 搜尋引擎霸主Google為什麼會在社群媒體浪潮上輸給Facebook？ 為什麼Spotify與Netflix能比蘋果iTunes更早提供串流服務？ 大多數組織會停滯不前，不是因為擁有笨重的營運模式， 或是失敗的商業組織，而是習於僵化的管理模式。 這個模式就是科層體制，它把人看成可以替換的資源， 讓組織失去適應力、創意力與活力。 在一個不斷變化和充滿前所未見挑戰的世界中， 我們需要一個充滿彈性、創新精神和大膽改變的組織。 全球最具影響力的商業思想家蓋瑞‧哈默爾， 以及管理實驗室共同創辦人米凱爾．薩尼尼在經過十多年來的研究和大量的案例探討， 歸納出一套釋放員工潛能、幫助各產業大小組織進化的制度：那就是人本體制。 人本體制的組織包括幾項關鍵基石： ．動機：讓同事團結起來打破科層體制。 ．模式：利用組織的經驗挑戰科層體制的現狀。 ．心態：擺脫阻礙進步的工業時代思維。 ．動員：啟動支持變革的聯盟，破解過時的管理系統與流程。 ．轉移：將業主精神、市場、任人唯才、共同體、開放、實驗與悖論等核心精神嵌入組織的DNA。 有很多組織已經因為擁抱人本體制而在市場上維持領先， 像是西南航空、橋水基金，甚至非營利組織戒酒無名會。 現在，是時候加入人本體制的行列了， 每個組織、每位工作者都將因此獲得以往沒有的機會， 再次燃起熱情，並且不斷蓬勃發展。 ｜各界推薦｜ 《人本體制》提供了很棒的實務指南，從人性的角度出發， 引導讀者創造一個相互尊重而高效率的企業文化。 ——陳棠 南山人壽董事長 由「以人為本」建立的「人本體制」， 讓人人都成為自己作業流程上的「微型創業家」， 整體企業很自然會邁向卓越、生生不息。 誠摯推薦此書給每一位有志於此的知識工作者。 ——周俊吉 信義房屋創辦人 以人為本，組織才會有穩固基石；釋放潛能，企業才能夠邁向卓越。 哈默爾與薩尼尼提出開創未來的管理思維與轉型指南， 打造以人為中心，彼此信任、負責的組織，使人人都能成為最好的自己。 ——黃男州 玉山銀行董事長 人工智慧將取代全球3億個工作機會， 這樣的時代浪潮下，如何讓每一位同仁懷抱熱情、勇於創新、締造價值， 把企業帶到超乎所求所想的豐盛之地， 這是《人本體制》給決策者最好的禮物。 ——彭培業 台灣房屋集團總裁 《人本體制》指引企業從官僚體制的科層組織跳脫， 進而發展具有創新及應變潛力的理性組織。 我認為企業必須將本書提出的7項工作原則DNA嵌入公司營運當中， 方能保持永遠正向的力量。 ——陳宏裕 味全董事長 本書提供充分的理由， 說明必須以信任與徹底公開透明的做法來取代指揮式的管理方法。 這是一劑有效處方，讓我們獲得改變市場遊戲規則的創新，以及發掘每個人的價值。 ——馬克．貝尼奧夫（Marc Benioff） Salesforce董事長暨執行長 《開拓者》作者 哈默爾與薩尼尼立下兩項了不起的成就。 他們提出我所讀過針對科層體制最令人信服的批評， 解釋科層體制的組織在許多方面削弱人的自發性、適應力與創意； 他們還發出激動人心的疾呼，告訴我們如何做得更好， 並提倡打造可以釋放組織內部人員日常創造力的體制。 《人本體制》充滿敏銳的洞察與務實的指引，是一本不可或缺的好書。 ——丹尼爾．品克 （Daniel H. Pink） 《紐約時報》暢銷書榜第一名作家 《未來在等待的銷售人才》、《動機，單純的力量》作者 如果曾經有組織粉碎你的希望與夢想，本書恰好能協助你恢復活力。 對於打擊科層體制、並打造出不辜負內部員工潛能的職場， 很難想像有比本書更好的指南了。 ——亞當．葛蘭特（Adam Grant） 《反叛，改變世界的力量》與《給予》作者 《TED職場生活》（WorkLife）podcast節目主持人 《人本體制》周延的概述為什麼組織應該拋棄科層體制、讓人性重返職場的時機已經到了。 我發現自己在讀這本書時，從頭到尾一直點頭，不斷覺得「沒錯！就是這樣」。 這就是我們數十年來需要的全新管理方式範例。哈默爾與薩尼尼辦到了！ ——吉姆．懷特赫斯特（Jim Whitehurst） IBM前總裁、《開放式組織》（The Open Organization）作者 《人本體制》是近十年來以目標為驅動力、最具洞察力、最有教育意義的著作。 所有追求成功、生存，以及最重要的是， 追求團隊所渴望的人性影響力的組織，都應該強制閱讀這本書。 ——安琪拉．阿倫茲（Angela Ahrendts） Burberry集團前執行長、蘋果公司（Apple）前資深副總裁 （台灣推薦人依來稿順序排列） 作者簡介 蓋瑞‧哈默爾 Gary Hamel 倫敦商學院策略暨創業訪問教授。 著作《管理大未來》獲選為亞馬遜商業類年度選書； 《華爾街日報》（Wall Street Journal）將他評為全球最具影響力的商業思想家， 《金融時報》（Financial Times）讚賞他：「在管理上的創新，無人能出其右」。 哈默爾以顧問身分輔導數十家全球最受重視的企業，提升他們創新與策略更新的能力。 與米凱爾．薩尼尼共同創辦管理實驗室（Management Lab）， 透過建立技術與方法，進行突破性管理創新。現居北加州。 米凱爾‧薩尼尼 Michele Zanini 管理實驗室共同創辦人。 麥肯錫管理顧問公司（McKinsey & Company）前合夥人， 擔任公司組織、策略與金融服務實務領域的領導者。 曾在蘭德智庫（RAND Corporation）擔任政策分析師長達五年， 並主持關於恐怖分子與其他叛亂團體的開創性研究， 探討他們如何利用資訊時代的技術，以敏捷的網絡執行任務。 研究成果受到《哈佛商業評論》、《金融時報》與《華爾街日報》的特別報導。 擁有哈佛大學甘迺迪政府學院， 以及帕地蘭德研究所（Pardee RAND Graduate School）的學位。現居波士頓。 譯者簡介 周詩婷 東吳中文系畢業，曾任出版社商業書編輯， 著有《散戶媽媽的5堂K線存股課》一書， 譯著有：《銷售的科學》、《失控的銀行》、 《世界頂尖企業主管必修的15堂心理學》等。

Num mundo de transformações incessantes e sem precedentes, precisamos de empresas resilientes e desafiadoras. Infelizmente, muitas organizações, submersas em burocracia, vivem em constante inércia e timidez. Numa era de convulsão, as estruturas de poder verticais e as regras rígidas são uma fragilidade. Colidem com a criatividade e sufocam a iniciativa. Como líderes, trabalhadores, investidores ou cidadãos, todos nós merecemos mais. Precisamos de empresas arrojadas, empreendedoras e ágeis para se mudarem a si mesmas. É assim que nasce este livro. Em Humanocracia, Gary Hamel e Michele Zanini apresentam argumentos e dados para empresas melhores.

Cosa impedisce alle nostre organizzazioni di crescere e adattarsi ai cambiamenti, e insieme alle persone di realizzarsi pienamente nel lavoro? La risposta degli autori è semplice: la burocrazia, di fatto la struttura sociale più diffusa sul pianeta, che coi suoi costi stratosferici colpisce imprese e organizzazioni di qualsiasi dimensione e settore. Attraverso il racconto illuminante di organizzazioni e imprese di successo, gli autori dimostrano però che un nuovo paradigma sta prendendo forma: decentralizzato, fondato sulla relazione e sulla trasparenza, leggero nelle regole e orientato ad una strategia condivisa. Humanocracy traccia la via per costruire organizzazioni in cui tutti lavorano per estendere i confini di ciò che è possibile.

Build resilience in your company to weather the greatest crises. If you read nothing else on organizational resilience, read these 10 articles. We''ve combed through hundreds of Harvard Business Review articles and selected the most important ones to help your company prepare for and overcome disruption, social upheaval, and disaster. This book will inspire you to: Reposition your core business while launching a separate, disruptive business Build the ability to continually anticipate and adjust to emerging trends Prepare for the business implications of climate change Learn about the risks of hyperefficient businesses Develop organizational grit Rebound from a recession faster than your competitors Lead your company through any kind of crisis This collection of articles includes "How Resilience Works" by Diane Coutu; "The Quest for Resilience" by Gary Hamel and Liisa Valikangas; "Disruptive Technologies: Catching the Wave" by Joseph L. Bower and Clayton M. Christensen; "Organizational Grit" by Thomas H. Lee and Angela L. Duckworth; "Leading in Times of Trauma" by Jane E. Dutton, Peter J. Frost, Monica C. Worline, Jacoba M. Lilius, and Jason M. Kanov; "Learning from the Future" by J. Peter Scoblic; "Leading a New Era of Climate Action" by Andrew Winston; "The High Price of Efficiency" by Roger L. Martin; "Reigniting Growth" by Chris Zook and James Allen; "Global Supply Chains in a Post-Pandemic World" by Willy C. Shih; and "Roaring Out of Recession" by Ranjay Gulati, Nitin Nohria, and Franz Wohlgezogen. HBR''s 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR''s 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever‐changing business environment.

A Wall Street Journal Bestseller In a world of unrelenting change and unprecedented challenges, we need organizations that are resilient and daring. Unfortunately, most organizations, overburdened by bureaucracy, are sluggish and timid. In the age of upheaval, top-down power structures and rule-choked management systems are a liability. They crush creativity and stifle initiative. As leaders, employees, investors, and citizens, we deserve better. We need organizations that are bold, entrepreneurial, and as nimble as change itself. Hence this book. In Humanocracy, Gary Hamel and Michele Zanini make a passionate, data-driven argument for excising bureaucracy and replacing it with something better. Drawing on more than a decade of research and packed with practical examples, Humanocracy lays out a detailed blueprint for creating organizations that are as inspired and ingenious as the human beings inside them. Critical building blocks include: Motivation: Rallying colleagues to the challenge of busting bureaucracy Models: Leveraging the experience of organizations that have profitably challenged the bureaucratic status quo Mindsets: Escaping the industrial age thinking that frustrates progress Mobilization: Activating a pro-change coalition to hack outmoded management systems and processes Migration: Embedding the principles of humanocracy—ownership, markets, meritocracy, community, openness, experimentation, and paradox—in your organization''s DNA If you''ve finally run out of patience with bureaucratic bullshit . . . If you want to build an organization that can outrun change . . . If you''re committed to giving every team member the chance to learn, grow, and contribute . . . . . . then this book''s for you. Whatever your role or title, Humanocracy will show you how to launch an unstoppable movement to equip and empower everyone in your organization to be their best and to do their best. The ultimate prize: an organization that''s fit for the future and fit for human beings.

Các phương thức quản lý kinh tế, nghệ thuật quản lý và biện pháp phát triển nguồn lợi.

Das Buch des Managementvordenkers Gary Hamel ist kein einfacher Business-Ratgeber, sondern eine Agenda für Unternehmen und deren Wachstum in einer Welt mit weniger Hoffnung, härterem Wettbewerb und unerbittlichen Veränderungen. Es ist ein Appell dafür, Management neu zu denken und neu zu erfinden. Ziel soll es sein, fundamental und tiefgehend unsere Annahmen über Kapitalismus, organisationales Leben und die Bedeutung von Arbeit neu zu denken. Während die Veränderungen, denen sich Unternehmen gegenübersehen, grenzenlos sind, hat Leadership/Führung eine limitierte Bandbreite. Man muss sich also auf das Wesentliche, das, was wirklich zählt, fokussieren - und zwar heute und jetzt. Was sind die entscheidenden Punkte, die über das Überleben von Unternehmen in den folgenden Jahren entscheidend? Hamel identifiziert hier 5 Punkte: - Werte: Wir brauchen eine moralische Renaissance im Business. - Innovation: Nachdem wir jahrelang von Innovationen geredet haben, ist es Zeit diese zu schaffen. Sie sind die einzige Strategie, die langfristig wertschaffend sein wird. - Anpassungsfähigkeit: In den meisten Organisationen richten sich alle an der Vergangenheit aus, anstatt an der Zukunft. Erfolg muss immer wieder neu erfunden und proaktiv Veränderungen herbeigeführt werden, deswegen ist Anpassungsfähigkeit (Flexibilität) so wichtig. - Leidenschaft: Nur mit Leidenschaft gelingen Innovationen und der Wille zum Wandel ist möglich. Kunden erwarten das Außergewöhnliche. - Ideologie: Wir brauchen bessere Geschäftsprinzipien, die uns leiten. Kontrolle allein reicht nicht. Jede Führungskraft, die diese Punkte verfolgt, schafft es zum Beispiel: - sich von der Defensive zur Offensive zu bewegen. - sich aus der Masse hervorzuheben, als Organisation und mit seinen Produkten. - Bürokratie zu bekämpfen. - die Kunden zu erstaunen und zu begeistern. - ein moralisch höheres Level zu erreichen. - ein Unternehmen zu bilden, das fit für die Zukunft ist.

Hedendaagse leiders worden geconfronteerd met een wereld waarin het ongekende de norm is. Waar men ook kijkt, overal om ons heen zien we het uitzonderlijke gebeuren: zakenkranten die het kapitalisme afschrijven, honderd jaar oude businessmodellen die van de ene op de andere dag irrelevant blijken te zijn, de klant die zijn macht laat gelden en social media die de wijze waarop wij communiceren radicaal veranderen. Zekerheden bestaan niet meer en het vertrouwen is broos. Gary Hamel beschrijft in Wat er nu toe doet waar het nieuwe management moet beginnen. Wat zijn de fundamentele kwesties die bepalen of jouw organisatie floreert of ten onder gaat in de komende jaren? Hij identificeert vijf aandachtspunten: waarden, innovatie, aanpassingsvermogen, passie en ideologie. Hamel presenteert vervolgens een essentieel stappenplan voor managers die hun klanten willen blijven verbazen, bureaucratie willen bestrijden, de winstgevendheid willen vergroten en pionier willen zijn op het gebied van duurzaamheid. Kortom: het offensief willen kiezen en op veranderingen anticiperen.

Valori, innovazione, adattabilità, passione e ideologia: queste, secondo Gary Hamel, riconosciuta autorità mondiale in tema di strategia, sono le cose che contano per le imprese di oggi e di domani, alla luce della dura lezione della crisi. Il libro, che è ad un tempo una "chiamata" per chi è pronto a ripensare i fondamenti del capitalismo e un''"agenda" per organizzazioni che vogliono prosperare in un mondo di speranze ridotte, distilla in 25 capitoli diretti ed essenziali tutti i principali temi del management - etica, competizione, leadership, organizzazione, talento eccetera - ribaltando le passate credenze e le prassi consolidate e fornendo elementi per il pur difficile cambiamento. Un''analisi franca ai limiti del brutale dello stato delle imprese oggi, avvalorata da molti richiami alla cronaca economica, aneddoti e trend del momento. Un testo di riferimento - già tradotto in 17 lingue - per tutte le organizzazioni che vogliono cercare di sopravvivere alla congiuntura negativa.

Lo que ahora importa es un apasionado discurso escrito para ayudar a reinventar la gestión empresarial tal y como hoy la conocemos, reflexionar sobre nuestras creencias acerca del capitalismo y ser capaces de sobrevivir en un mundo dominado por el cambio continuo, la competencia cada vez más feroz y la innovación continua.Este libro, conciso y pertinente, le inspirará para meditar sobre el futuro y presente de su empresa, de su modelo de negocio y sobre la forma de dirigir y motivar a su organización o a su equipo de trabajo. En él, su autor nos plantea los cambios y las estrategias que debemos llevar a cabo para mantener nuestra posición y para crear nuevos negocios que sean capaces de liderar el mercado en los años venideros.

This is not a book about one thing. It''s not a 250-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. This is not a book about doing better. It''s not a manual for people who want to tinker at the margins. Instead, it''s an impassioned plea to reinvent management as we know it—to rethink the fundamental assumptions we have about capitalism, organizational life, and the meaning of work. Leaders today confront a world where the unprecedented is the norm. 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. Obviously, there are lots of things that matter now. But in a world of fractured certainties and battered trust, some things matter more than others. While the challenges facing organizations are limitless; leadership bandwidth isn''t. That''s why you have to be clear about what really matters now. What are the fundamental, make-or-break issues that will determine whether your organization thrives or dives in the years ahead? Hamel identifies five issues are that are paramount: values, innovation, adaptability, passion and ideology. In doing so he presents an essential agenda for leaders everywhere who are eager to... move from defense to offense reverse the tide of commoditization defeat bureaucracy astonish their customers foster extraordinary contribution capture the moral high ground outrun change build a company that''s truly fit for the future Concise and to the point, the book will inspire you to rethink your business, your company and how you lead.

"Considerado como uno de los consultores más influyentes en temas de administración y estrategia empresarial, Gary Hamel hace en este libro un llamado urgente a directivos y gerentes empresariales para que vuelvan a lo prioritario, a lo que verdaderamente debe importar en sus organizaciones. No invita a un retorno hacia lo tradicional o a las fórmulas que dieron fruto en el pasado; por el contrario, lo primordial para el autor es reinventar lo esencial, crear nuevos comportamiento corporativos que exalten las virtudes , recuperar la humanidad en los ambientes laborales, acabar con todo aquello que ha cuestionado la ética en los negocios, innovar con inteligencia ante los cambios, encontrar maneras originales para conducir a las empresas, entre otros imperativos. Lo que importa ahora no es un libro para los que quieran pasar desapercibidos en su compañía, sino para aquellos dispuestos a arriesgarse a cuestionar sus modelos y creencias sobre el capitalismo, las instituciones y la vida laboral; es un libro para quienes deseen ser protagonistas del curso que tomen las organizaciones para encarar los retos por venir de manera innovadora, humana y eficiente." --Contratapa.

Dans un monde de changement perpétuel, de compétition féroce, d''innovation débordante et d''exigences sociales, comment construire une entreprise adaptée aux nouvelles réalités ? Ce qui compte vraiment n''est pas un énième livre sur la manière de réussir dans un monde dominé par une course effrénée à l''innovation, de plus en plus compétitif et aux contours de plus en plus flous. C''est un plaidoyer passionné, au style unique de Gary Hamel, le gourou du management, pour nous aider à réinventer le sens du travail et la vie dans l''organisation, à un moment clé où l''entreprise, pour durer, doit satisfaire à la fois les exigences des salariés et des actionnaires mais aussi celles de la société en général. Bousculant les idées reçues et proposant de nombreuses pistes de réflexion et d''action, Gary Hamel met en évidence les cinq défis fondamentaux que toute entreprise devrait considérer comme prioritaires au cours des prochaines années. Ils portent sur les valeurs organisationnelles, l''innovation, l''adaptabilité, la passion et la philosophie managériale.

In this McKinsey Award-winning article, first published in May 1989, Gary Hamel and C.K. Prahalad explain that Western companies have wasted too much time and energy replicating the cost and quality advantages their global competitors already experience. Canon and other world-class competitors have taken a different approach to strategy: one of strategic intent. They begin with a goal that exceeds the company''s present grasp and existing resources: "Beat Xerox"; "encircle Caterpillar." Then they rally the organization to close the gap by setting challenges that focus employees'' efforts in the near to medium term: "Build a personal copier to sell for $1,000"; "cut product development time by 75%." Year after year, they emphasize competitive innovation—building a portfolio of competitive advantages; searching markets for "loose bricks" that rivals have left underdefended; changing the terms of competitive engagement to avoid playing by the leader''s rules. The result is a global leadership position and an approach to competition that has reduced larger, stronger Western rivals to playing an endless game of catch-up.