Build a company that's fit for the future and fit for human beings
"Gary Hamel delivers again. He challenges organizational orthodoxies and creates a sharp gap between what the future holds and the status quo. What Matters Now fits my definition of a true innovation: it is unique and compelling, creates advantage because it's ahead of the curve, and provides a significant value for leaders by underscoring what it takes to succeed in the 21st century."
—Jeff M. Fettig, chairman and CEO, Whirlpool Corporation
"What Matters Now is an exciting tapas bar of a book, packed with nuggets of unconventional wisdom, tempting plates of inspiring advice, and several bracing shots of bold ideas. Gary Hamel is a legend in the world of management thinking—and this book reminds us why."
—Daniel H. Pink, author, Drive and A Whole New Mind
"Gary Hamel's brilliantly written book provides a deeply insightful view of 21st century leadership. He captures its essence: building on values, innovating and adapting rapidly to changing environments, and being passionate in leading people rather than relying on traditional management techniques. Hamel focuses on humanity in leading rather than skills. If you follow his advice, you'll becomea great leader."
—Bill George, former chair & CEO, Medtronic; professor, Harvard Business School; author, True North
"In What Matters Now, Gary Hamel describes the foundational principles fornext-generation management. This is an essential guide for building a post-bureaucratic company."
—James Whitehurst, president and CEO, Red Hat
"If Gary Hamel has to singlehandedly drag the profession of management into the 21st century, he will. He's got the passion, the energy, and the smarts required for the job, and in What Matters Now, he provides a wealth of essential advice for management renegades everywhere."
—Andrew McAfee, principal research scientist, MIT; author, Enterprise 2.0
New competitive realities have ruptured industry boundaries, overthrown much of standard management practice, and rendered conventional models of strategy and growth obsolete. In their stead have come the powerful ideas and methodologies of Gary Hamel and C.K. Prahalad, whose much-revered thinking has already engendered a new language of strategy. In this book, they develop a coherent model for how today's executives can identify and accomplish no less than heroic goals in tomorrow's marketplace. Their masterful blueprint addresses how executives can ease the tension between competing today and clearing a path toward leadership in the future.
With their breakthrough strategy for seizing industry leadership and dominating the markets of tomorrow, Hamel and Prahalad challenge executives the world over to stop the unrewarding and ultimately dead-end process of downsizing and enter the dynamic realm of industry transformation.
One of the world's preeminent business thinkers and co-author of the bestseller, Competing for the Future, Gary Hamel helped set the management agenda for the 1990s. He now brings us into the twenty-first century with Leading the Revolution, which spent time on The New York Times, The Wall Street Journal, USA Today, and Business Week bestseller lists, among others. In his new book, Gary Hamel lays out an innovative action plan for any company or individual intent on becoming-and staying-an industry revolutionary, for years to come. By drawing on the success of "gray haired revolutionaries" like Charles Schwab, Virgin, and GE Capital-companies who are always thinking ahead of the game and growing in new directions-and profiling individuals such as Ken Kutaragi, one of the pioneers of Sony Playstation, Hamel explains how companies can continue to grow, innovate, and achieve success, even in a chaotic world market. With insight culled from years of experience, Hamel:
Explores where revolutionary new business concepts come from Identifies the key design criteria for building companies that are activist-friendly and revolution-ready Shows how to avoid becoming "one-vision wonders"
Demonstrates how to harness the imagination of every employee Explains how to develop new financial measures that focus on creating new wealth
Packed with practical advice, Leading the Revolution is an accessible read, perfect for both businesses and individuals that don't want to get caught in the slow lane in the race for success in the twenty-first century.
The workplace isn't what it used to be—and neither is the workforce.
Today's companies have fewer hierarchical layers. The nature of work is also more virtual, collaborative, and transparent than at any previous time. Information flows move every which way, shifting from top-down to all-in. And the workforce is forever altered too. Sweeping changes in expectations across backgrounds, experiences, generations, and gender are challenging long-held, inflexible beliefs of the relationship between work and life—and the very meaning of success.
These transformations, observe Cathy Benko and Molly Anderson, are also upending the ways people advance along their career paths. Careers zig and zag. Work is what you do, not where you go. The traditional corporate ladder, firmly rooted in the industrial era, proffers a one-size-fits-all view of the world of work. In this book, the authors argue convincingly that a lattice model is better suited for today's global business environment.
The Corporate Lattice provides a framework to scale options for how careers are built, how work is done, and how participation is fostered. The corporate lattice model offers leaders a strategic approach to making the most of the shifting landscape by:
• Recognizing that there is no longer a universal view of success but rather a multiplicity of ways to grow and contribute.
• Challenging traditional models that pit high performance and career-life fit as opposing forces.
• Providing a cost-effective, systematic method to deliver more individualized and engaging work experiences.
Offering much more than theory, the authors illustrate the lattice model using rich, in-depth case studies of exemplars including Cisco, Deloitte LLP, and Thomson Reuters. They also explore the changing role each individual plays in directing his or her own lattice journey.
As businesses are challenged to scale economies of innovation and flexibility, investing for the future using yesteryear's corporate ladder blueprint is futile. The Corporate Lattice teaches organizations how to adapt to the changing world and reveals why lattice organizations are both more productive—and profitable.