Gary Hamel | Management Innovation eXchange

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Gary Hamel Gary Hamel

MIX Co-founder and Professor at London Business School

The Wall Street Journal recently ranked Gary Hamel as the world’s most influential business thinker, and Fortune magazine has called him “the world’s leading expert on business strategy.”

Hamel’s landmark books, which have been translated into more than 20 languages, include Competing for the Future, Leading the Revolution and The Future of Management (selected by Amazon.com as the best business book of the year). His latest book, What Matters Now, was published in 2012.

Over the past twenty years, Hamel has authored 17 articles for the Harvard Business Review and is the most reprinted author in the Review’s history. He has also written for the Wall Street Journal, Fortune, The Financial Times and many other leading publications around the world. He writes an occasional blog for the Wall Street Journal.

Since 1983, Hamel has been on the faculty of the London Business School, where he is currently Visiting Professor of Strategic and International Management.

As a consultant and management educator, Hamel has worked for companies as diverse as General Electric, Time Warner, Nestle, Shell, Best Buy, Procter & Gamble, 3M, IBM, and Microsoft. His pioneering concepts such as “strategic intent,” “core competence,” “industry revolution,” and “management innovation” have changed the practice of management in companies around the world.

Hamel speaks frequently at the world’s most prestigious management conferences, and is a regular contributor to CNBC, CNN, and other major media outlets. He has also advised government leaders on matters of innovation policy, entrepreneurship and industrial competitiveness.

Currently, Hamel is leading a pioneering effort to reinvent management by harnessing the power of open innovation. The Management Innovation Exchange (MIX) is an online community where the world’s most progressive business leaders share their ideas on how to build organizations that are fit for the future and fit for human beings. The MIX is supported by a network of strategic partners, which includes McKinsey & Company, the Harvard Business Review and others.

Hamel is a Fellow of the World Economic Forum and the Strategic Management Society. He lives in Northern California.

Blog Posts

Syndicating the Work of Leadership

By Gary Hamel on May 24, 2013

We live in a world where never before has leadership been so necessary but where so often leaders seem to come up short. Our sense is that this is not really a problem of individuals; this is a problem of organizational structures—those traditional pyramidal structures that demand too much of too few and not enough of everyone else.

Announcing the 2012-13 HBR/McKinsey M-Prize

By Gary Hamel on October 16, 2012

When we launched the Harvard Business Review/McKinsey M-Prize for Management Innovation last year, our goal was to surface the world’s most amazing management practices, and to highly those individuals around the world who are reinventing “the technology of human accomplishment.”

Gary Hamel: Are you really serious about innovation?

By Gary Hamel on October 16, 2012

Watch Gary Hamel, co-founder of the Management Innovation eXchange (MIX), discuss how to make innovation an everyday, everywhere capability. In this video blog, Hamel lays out three critical questions you can use to test the depth of your organization’s innovation competence.

The Beyond Bureaucracy Challenge: Creating Inspired, Open, and Free Organizations

By Gary Hamel on October 11, 2011

Organizations that thrive over the long run, in good times and bad, pay explicit attention to all these issues. Three of them, though, seem particularly crucial as we think about new challenges confronting us today.

What Makes Apple Apple

By Gary Hamel on October 7, 2011

The following is an excerpt from Gary Hamel's forthcoming book, What Matters Now , to be published in December 2011 by Jossey-Bass Business.

In 1997 I bought an e-tablet from A.T. Cross, the pen company. Codeveloped with IBM, the CrossPad was hailed as a breakthrough product that would open up a whole new category--portable digital notepads. I'm a copious notetaker, so the idea of turning my scribblings into digital files was too good to ignore.

Truth is, I'm not so much an early adopter as an easy mark. Who was I to argue with "Ozzie" Osborne, head of IBM's Pen and Speech Business Systems business unit, when he declared that the CrossPad would "redefine how users perceive pen and paper?" Yet within a month, the CrossPad was sharing shelf space with all the other "revolutionary" products that had promised to change my life but somehow hadn't.

Over the years I've become a tad less susceptible to the utopian visions of technology's self-proclaimed prophets. Recently, for example, I walked out of a Sony store without a 3-D television. I've learned to my sorrow that a lot of geeky gadgeteers are hucksters...

Meet the other Mavericks

Bill George Bill George
Professor at Harvard Business School
John Mackey John Mackey
Co-founder & CEO at Whole Foods Market
Leighton Read Leighton Read
Partner at Alloy Ventures
Tom Malone Tom Malone
Professor at MIT Sloan School of Management
Raj Sisodia Raj Sisodia
Professor of Marketing at Bentley University
Terri Kelly Terri Kelly
President & CEO at W.L. Gore & Associates
Gary Hamel Gary Hamel
MIX Co-founder and Professor at London Business School
Lenny Mendonca Lenny Mendonca
Director at McKinsey & Co.
Julian Birkinshaw Julian Birkinshaw
Professor of Strategic and International Management at London Business School
Lynda Gratton Lynda Gratton
Professor at London Business School
Joanna Barsh Joanna Barsh
Director at McKinsey & Company
Vineet Nayar Vineet Nayar
Former CEO, HCL Technologies Founder, Sampark Foundation & Author, "Employees First, Customers Second" at HCL Technologies
Andrew McAfee Andrew McAfee
Principal Research Scientist, Center for Digital Business, MIT Author, Enterprise 2.0 at Center for Digital Business, MIT
Tim O'Reilly Tim O'Reilly
CEO at O'Reilly Media
Bob Sutton Bob Sutton
Stanford University
Colin Price Colin Price
Director at McKinsey & Company
Henry Chesbrough Henry Chesbrough
Executive Director, Center for Open Innovation at Haas School of Business
Jeffrey Pfeffer Jeffrey Pfeffer
Professor of Organizational Behavior at Stanford University
Bill Taylor Bill Taylor
Author, Practically Radical
Rich Lyons Rich Lyons
Dean and Professor of Business at Haas School of Business
Ivy Ross Ivy Ross
Gap Inc.
Tony Schwartz Tony Schwartz
The Energy Project
Daniel Pink Daniel Pink
Author, To Sell is Human
Charlene Li Charlene Li
Founder at The Altimeter Group
Jim Whitehurst Jim Whitehurst
CEO at Red Hat
Jim Stikeleather Jim Stikeleather
Executive Strategist, Innovation at Dell Services
Seth Godin Seth Godin
Bestselling author and founder at Squidoo.com and The Domino Project
Greg Sutherland Greg Sutherland
Executive General Manager of Group Strategy and Innovation at National Australia Bank (NAB)
Dov Seidman Dov Seidman
Founder at LRN

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My Videos

The Seven Most Dangerous Beliefs in Management

By Gary Hamel Gary Hamel

00:22:19

Large organizations of all types suffer from an assortment of congenital disabilities that no amount of incremental therapy can cure.

Loving Your Way to Success

By Gary Hamel Gary Hamel

30:41

Innovation starts with the heart—with a passion for improving the lives of those around you.

The SAP Unlimited Human Potential Challenge Welcome

By Gary Hamel Gary Hamel

4:54

Gary Hamel introduces the SAP Unlimited Human Potential Challenge.

Gary Hamel: Are you really serious about innovation?

By Gary Hamel Gary Hamel

8:52

Watch Gary Hamel, co-founder of the Management Innovation eXchange (MIX), discuss how to make innovation an everyday, everywhere capability.

Me in Three

I love big, vibrant cities and the quiet outdoors—so I feel lucky to be able to split my time between London and the Santa Cruz mountains in California. Cities are a great source of inspiration, and the forest and ocean are ideal venues for contemplation. I need both—maybe you do, too.

I’m a golfer. I know that is SO uncool. And it gets worse. I know of no other “sport” where the ratio of adrenaline over time is lower, nor where the correlation between intent and outcome is so close to zero. The fact that I golf testifies, I fear, to some deep, masochistic streak in my personality.

Another admission: I get a kick out of being a contrarian—a fact that drives my friends and colleagues a little bit crazy. Turns out, people don’t always appreciate it when you take a crowbar to their unexamined beliefs—I know I don’t. Challenging conventional wisdom is dirty work, but someone has to do it.

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