Gary Hamel

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Gary Hamel behoort tot de meest invloedrijke business denkers van de wereld (volgens de Wall Street Journal). Hij is vooral bekend om zijn samenwerking met C.K Prahalad in de strategisch management theorie Core Competence. Gary Hamel is de CEO van Strategos, een internationaal consultancy organisatie in Chicago, gastdocent Strategisch Management aan de London Business School en directeur van het Innovation Lab.

Biografie Gary Hamel

Gary Hamel heeft gestudeerd aan de Andrews University (1975) en de Ross School of Business aan de Universiteit van Michigan (1990).

Als management consultant heeft Gary Hamel gewerkt voor organisatie zoals: General Electric, Nokia, Nestle, Shell, Microsoft, IBM, Time Warner, Procter & Gamble.

Hij heeft diverse artikelen gepubliceerd, onder meer in Harvard Business Review, The Financial Times en de Wall Street Journal. Daarnaast heeft hij verschillende boeken geschreven als The Future of Management (2007), Competing for the future (1996) en Leading the Revolution (2000).

10 bekende quotes van Gary Hamel

  1. “The biggest barriers to strategic renewal are almost always top management’s unexamined beliefs.”
  2. “The fact is, society is made more hospitable by every individual who acts as if ‘do unto others’.”
  3. “A noble purpose inspires sacrifice, stimulates innovation and encourages perseverance.”
  4. “An enterprise that is constantly exploring new horizons is likely to have a competitive advantage in attracting and retaining talent.”
  5. “Fact is, inventing an innovative business model is often mostly a matter of serendipity.”
  6. “Businesses fail when they over-invest in what is at the expense of what could be.”
  7. “In a well-functioning democracy, citizens have the option of voting their political masters out of office. Not so in most companies.”
  8. “In a world of commoditized knowledge, the returns go to the companies who can produce non-standard knowledge.”
  9. “It’s important to remember that innovators in business don’t always get a platform.”
  10. “Online hierarchies are inherently dynamic. The moment someone stops adding value to the community, his influence starts to wane.”

Bekende publicaties en boeken van Gary Hamel et al.

  • 2015. The Open Organization: Igniting Passion and Performance. Harvard Business Review Press
  • 2013. Creating global strategic capability. Strategies in Global Competition, Routledge, Abingdon, 5-39.
  • 2012. What matters now: How to win in a world of relentless change, ferocious competition, and unstoppable innovation. John Wiley & Sons.
  • 2012. What matters now. Strategic Direction, 28(9).
  • 2011. First, let’s fire all the managers. Harvard Business Review, 89(12), 48-60.
  • 2009. Moon shots for management. Harvard business review, 87(2), 91-98.
  • 2008. Management innovation. Academy of management Review, 33(4), 825-845.
  • 2007. The Future of Management. Harvard Business School Press.
  • 2006. The Why, What and How of Management Innovation. Harvard Business Review, February 2006
  • 2004. Funding Growth in an Age of Austerity, Harvard Business Review.
  • 2003. The Quest for Resilience, Harvard Business Review.
  • 2003. Funding growth in an age of austerity. Harvard Business Review, 82(7-8), 76-84.
  • 2003. Innovation as a deep capability. Leader to Leader, 27(Winter), 19-24.
  • 2002. The World Bank’s Innovation Market, Harvard Business Review, November 2002.
  • 2001. What CEOs Can Learn from America. Fortune, November 12, 2001, Vol. 144, Issue 9.
  • 2001. Innovation: The new route to wealth. Journal of Accountancy, 192(5), 65.
  • 2000. Leading the Revolution. Harvard Business School Press.
  • 2000. Waking Up IBM, Harvard Business Review, July–August 2000.
  • 2000. Reinvent Your Company. Fortune, June 12, 2000, Vol. 141, Issue 12, p 44.
  • 1999. Strategic Flexibility: Managing in a Turbulent Environment.
  • 1999. Bringing Silicon Valley Inside. Harvard Business Review, September–October 1999
  • 1998. The challenge today: Changing the rules of the game. Business Strategy Review, 9(2), 19-26.
  • 1998. Alliance Advantage: The Art of Creating Value Through Partnering. Harvard Business School Press.
  • 1998. Bringing Silicon Valley inside. Harvard Business Review, 77(5), 70-84.
  • 1998. Opinion: Strategy innovation and the quest for value. Sloan Management Review, 39(2), 7.
  • 1997. The core competence of the corporation. En Foss, 235-56.
  • 1997. Killer strategies. Fortune, June 23, 1997, Vol. 135, Issue 12, p 70.
  • 1996. Competing for the future, Harvard Business School Press.
  • 1996. Strategy as Revolution. Harvard Business Review.
  • 1995. The use of alliances in implementing technology strategies. INSEAD.
  • 1994. Competence-based competition. Wiley.
  • 1994. Strategy as a field of study: Why search for a new paradigm? Strategic management journal, 15(S2), 5-16.
  • 1993. Strategy as stretch and leverage. Harvard business review, 71(2), 75-84.
  • 1992. Outsourcing and industrial decline. The Executive, 6(1), 7-22.
  • 1991. Corporate imagination and expeditionary marketing. Harvard business review, 69(4), 81-92.
  • 1991. Competition for competence and interpartner learning within international strategic alliances. Strategic management journal, 12(S1), 83-103.
  • 1990. The Core Competence of the Corporation, Harvard Business Review, May–June 1990.
  • 1990. Control, change and flexibility: the dilemma of transnational collaboration.
  • 1990. Competitive collaboration: Learning, power and dependence in international strategic alliances. (Doctoral dissertation).
  • 1989. Collaborate with your competitors and win. Harvard business review, 67(1), 133-139.
  • 1985. Do you really have a global strategy?. Harvard Business Review. July-August, 139-148.
  • 1983. Managing strategic responsibility in the MNC. Strategic Management Journal, 4(4), 341-351.

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