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 Gary Hamel  


  
Alliance Advantage: The Art of Creating Value Through Partnering
Yves L. Doz, Gary Hamel

Harvard Business School Press, 1998

The gaps that separate people in an alliance
"Strategic alliances are a logical and timely response to intense and rapid changes in economic activity, technology, and globalization, all of which have cast many corporations into two competitive races: one for the world and the other for the future. Globalization ...
  
  











  



  
Competing for the Future
Gary Hamel, C. K. Prahalad

Harvard Business School Press, 1996

Don't be a bug on the windshield!
"On the road to the future, who will be the windshield, and who will be the bug?" - Gary Hamel To be competitive in today's world, you must focus not only on the here and now, but also focus on creating the future because "Nothing is more liberating than becoming ...
  
  











  



  
Leading the Revolution: How to Thrive in Turbulent Times by Making Innovation a Way of Life
Gary Hamel

Harvard Business School Press, 2002

Nonlinear Innovation
With this book, the author brings out the new concept of "nonlinear innovation". "In a nonlinear world, only nonlinear ideas will create new wealth", he writes. "Radical, nonlinear innovation is the only way to escape the ruthless hypercompetition that has been ...
  
  











  



  
Creating a Community of Purpose: Whole Foods Market: Management Innovation in Action
Gary Hamel, Bill Breen

Harvard Business School Press, 2007

This chapter provides a portrait of Whole Foods Market and its game-changing business model, in which a company is not just a company but a community of people working to make a difference in the world, and mission matters as much as the bottom line.
  
  











  



  
Strategic Intent (HBR OnPoint Enhanced Edition)
Gary Hamel, C. K. Prahalad

Harvard Business Review, 2004

Unseat the best or remain the best, worldwide
Gary Hamel is Founder and Chairman of Strategos and Visiting Professor to the London Business School. C.K. Prahalad is Professor of Corporate Strategy and International Business at the University of Michigan. This article was published in the May-June 1989 issue of ...
  
  











  



  
Competence-Based Competition

Wiley, 1994

Competitive advantage through resources
Creating that edge over competitors under hypercompetitve markets conditions is imperative to survival or domination. Competitive advantage can arise from effective positioning, cost leadership, differentiation or even the time taken from product-conceptualisation to ...
  
  











  



  
Building an Innovation Democracy: W.L. Gore: Management Innovation in Action
Gary Hamel, Bill Breen

Harvard Business School Press, 2007

This chapter profiles W.L. Gore & Associates--an organization built around a set of radical management principles diametrically opposed to much of modern business orthodoxy--where imagination, initiative, and innovation thrive.
  
  











  



  
The Core Competence of the Corporation (HBR OnPoint Enhanced Edition)
C. K. Prahalad, Gary Hamel

Harvard Business Review, 2001

Introduction into Core Competencies
C.K. Prahalad is Professor of Corporate Strategy and International Business at the University of Michigan; Gary Hamel is Founder and Chairman of management consultancy Strategos and Visiting Professor at the London Business School. Gary Hamel was lecturer in Business ...
  
  











  



  
The Future of Management: A Harvard Business School Press Book Summary in Partnership with getAbstract
Gary Hamel

Harvard Business School Press, 2007

What really fuels long-term business success? According to Gary Hamel, world renowned management sage, in a world where adaptability and creativity determine competitive advantage, what organizations need now more than ever is a disciplined process for radical management innovation. In his most provocative book to date, he explains how to throw ...
  
  











  



  
The Future of Management
Gary Hamel, Bill Breen

Harvard Business School Press, 2007

There is a problem in Management!
Organizations are top heavy. Something needs to be done about it. The future of management is about giving everyone the opportunity to say, "This is not going to happen anymore". Be brave and make change in your organization.
  
  











  



  
Do You Really Have a Global Strategy?
Gary Hamel, C. K. Prahalad

Harvard Business Review, 1985

Corporate response to the threat of foreign competition is often misdirected and ill timed--in part because many executives don't fully understand what global competition is. Executives must anticipate competitive moves by starting from new strategic intentions rather than from old strategies. They must think and act in complex ways. They may ...
  
  











  



  
Futuro de la administracion/ The Future of Administration
Gary Hamel

Grupo Editorial Norma, 2008
  
  











  



  
Bringing Silicon Valley Inside (HBR OnPoint Enhanced Edition)
Gary Hamel

Harvard Business Review, 2000

Conservation versus wealth-creation in traditional companies
Gary Hamel is a Distinguished Research Fellow at Harvard Business School, a Visiting Professor of Strategy and International Management at the London Business School, and chairman of Strategos, a California-based consulting firm. He is author of 'Leading the ...
  
  











  



  
Corporate Imagination and Expeditionary Marketing
Gary Hamel, C. K. Prahalad

Harvard Business Review, 1991

In the 1990s, competitive success will come from building and dominating fundamentally new markets. Core competencies are one prerequisite for creating these new markets. Corporate imagination and expeditionary marketing are the keys that unlock the markets. Corporate imagination is unleashed when companies escape the tyranny of their served ...
  
  











  



  
Aiming for an Evolutionary Advantage: Google: Management Innovation in Action
Gary Hamel, Bill Breen

Harvard Business School Press, 2007

This chapter takes an in-depth look at Google's one-of-a-kind management model, which is built around small work units, lots of experimentation, vigorous peer feedback, and a mission to improve the world.
  
  











  



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