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Leading the Revolution [Paperback]

Gary Hamel
4.2 out of 5 stars  See all reviews (19 customer reviews)

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Book Description

2 Sep 2002
Gary Hamel, world-renowned business thinker and coauthor of Competing for the Future, the book that set the management agenda for the 1990s, now delivers an agenda for the twenty-first century with the national bestseller, Leading the Revolution. Fully revised with a new introduction, this book provides an action plan for any company or individual intent on becoming and staying an industry revolutionary. Hamel argues that the fundamental challenge companies face is reinventing themselves and their industries, not just in times of crisis-but continually.
--This text refers to an out of print or unavailable edition of this title.


Product details

  • Paperback: 336 pages
  • Publisher: New American Library; Reprint edition (2 Sep 2002)
  • Language: English
  • ISBN-10: 0452283248
  • ISBN-13: 978-0452283244
  • Product Dimensions: 2.1 x 15.9 x 23.5 cm
  • Average Customer Review: 4.2 out of 5 stars  See all reviews (19 customer reviews)
  • Amazon Bestsellers Rank: 864,744 in Books (See Top 100 in Books)

More About the Author

Gary Hamel is a founder and chairman of Strategos, and Visiting Professorof Strategic and International Management at the London Business School. He is the co-author of the international bestseller, Competing for the Future.

Product Description

Amazon Review

This revolution business is exhausting work. Over Leading the Revolution's 300 pages, Gary Hamel, chairman of management consultancy Strategos, a London Business School visiting professor and research fellow at Havard, takes us on a whirlwind tour of the death of the corporation and the rise of the new economy. And it's breathless stuff too--"make innovation your enduring capability", "get off the treadmill of incrementation", and "heretics not prophets create revolutions". Hamel has not lost his touch in the years since his genre-defining Competing For the Future: he peppers his text with punchy prose, including the wonderful: "You can't use an old map to find new land."

Leading the Revolution begins by taking us through what Hamel describes as the End of Progress, whereby the evolution of industrial society is seen to be replaced by the revolution of the new economy. This change is underpinned by the rising expectations of the stakeholder economy: it is not enough to beat your last annual earnings, or be better than your competitor--the revolutionary company will be best of breed by every benchmark, nothing less. Failure to do so will leave you vulnerable to the other revolutionaries.

Hamel then sets about describing the road to becoming a revolutionary in your business and turning your business into a revolution. There are no great surprises here--think illogically, go against the grain, ask the wrong questions, be unreasonable in your expectations, it's a cause not a business, listen to the periphery. But taken together, his account builds into a vivid picture of can-do. The only trouble is that to act on even a fraction of his recommendations would exhaust the mightiest of managers. Perhaps that's why, in a revolution, there is only one leader--the rest of us just follow. --Chris Price --This text refers to an out of print or unavailable edition of this title.

About the Author

Gary Hamel is a founder and chairman of Strategos, and Visiting Professorof Strategic and International Management at the London Business School. He is the co-author of the international bestseller, Competing for the Future. --This text refers to an out of print or unavailable edition of this title.

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THE AGE OF PROGRESS IS OVER. Read the first page
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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Customer Reviews

Most Helpful Customer Reviews
1 of 1 people found the following review helpful
4.0 out of 5 stars A Revolution Without the Real Innovators? 2 Feb 2001
By A Customer
Format:Hardcover
Leading the Revoultion highlights the need for companies to move with the times and make essential internal changes to ensure a competitive edge in the global market place. In this respect, this book is worthwhile reading. It also has a pleasant, eye-catching layout. I agree that revoultionary changes are often needed to energize not only the stagnant visions of many upper management employees, but also some of their attitudes and counterproductive practices. However, what is presented as "innovation" in this book should actually be defined as "the search for management-driven marketing opportunities". A pity, that there is too much emphasis on the importance of innovative marketing/management contributions and far too little mention of the value of technical staff as the "real" innovators. A successful company, which seeks to maintain a competitive advantage on the cutting edge of technology should not focus solely on innovative management approaches. Both technical and managerial branches of an organization would benefit from coming closer together to ensure that future changes are appropriately made. The mess resulting from lack of communication and understanding between these two company segments is very well illustrated in a thoroughly enjoyable, American satire entitled, "Management by Vice", authored by C.B. Don. I honestly recommend that anyone daring enough to implement radical change for the good of a company, read not only "Leading the Revolution", but also the hilarious, true-to-life examples of poor management practices in the book, "Management by Vice". Read more ›
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1 of 1 people found the following review helpful
By A Customer
Format:Hardcover
This is a remarkable book. Remarkable, not in that it tackles a fresh new issue, for the problem of how to stimulate innovation, enterprise and initiative within the staid and dusty board rooms of corporate America has been addressed by many authors, most notably Rosabeth Moss Kanter in her seminal book "The Change Masters (Uniwin 1983)" wrote - "In every sector, old and new, I hear a renewed recognition of the importance of people...Thus, individuals actually need to count more, because it is people within the organisation who come up with new ideas, who develop creative responses, and who push for change before opportunities disappear..."
This is a remarkable book because of its neon-light style delivery of the message that innovation comes from individuals who dare to think differently. Written in the fast paced style of a Jack Higgins thriller, it takes the reader through a breath-taking 314 page journey - from the hellish turmoil of stalled American enterprise to the promise of a framework that when applied in the right way would lead to the dawn of a vibrant new epoch of heroic success. Hamel's style is fantastic. He uses what I call "Marketish" - with banner headline grabbing sound bites and stylised echoes of prophetic messages. He does indeed engage the reader in a manner that many of the more docile writers of management books fail to achieve.
The first two chapters are devoted to a systematic dissection of the failures of corporate America in generating what Hamel calls "new wealth". The fabulous style that grabs the attention starts with the first chapter entitled "The End of Progress".
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1 of 1 people found the following review helpful
4.0 out of 5 stars Ideal for conservative businessmen 27 Dec 2000
By A Customer
Format:Hardcover
A serious business book that reads as a novel. It will inspire management to become more open minded and eager to search for innovative ideas at every level in the organisation. The book gives many useful guidelines not only on how to stimulate innovation but also how to guide the process such that the chances of success are high and risks limited. Gary Hamel thinks that senior management, almost per definition, cannot think of new strategies. They are always prisoners of the past. Are there not many industries that have a core business that needs to be nurtured for many decades? Aeroplane-, aircraft engine-, car and truck companies have been have been around for more than half a century and I would be surprised if they would not be around for another half. The companies in these sectors have gone through a process of consolidation. If their managements had considered their core businesses as old hat, they would have fallen by the way side. Alcoa is a good example as to what happened when for a short period aluminium was considered as the old economy. Returning to the style of the book. Gary Hamel puts the reader in the drivers seat by all the time asking, "what would you do if". I only found a single instance where he uses the word "I" (on the last page 314). For a world famous guru that is real tour de force.
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21 of 25 people found the following review helpful
2.0 out of 5 stars Not everybody is a revolutionary 9 Nov 2001
By A Customer
Format:Hardcover
As a true business guru Hamel has a feel for momentum and what people want to hear. Who wouldn't like to lead the revolution ? However, intrapreneurs or entrepreneurs are scarce. The majority of people are business as usual people. The world would be one big mess if everybody was a 'revolutionary'. Clayt Christensen broke the ice here with his book 'The innovators dilemma that instead of getting into how to make everybody more revolutionary goes into the fact that it is best to separate revolutionary stuff from business as usual. That book should be read in combination with Webs of Innovation by Alexander Loudon. Loudon goes on where Christensen stops, he describes how companies can organize and structure revolutionary stuff.
Conclusion, Hamel's book is entertaining but not realistic.
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Most Recent Customer Reviews
5.0 out of 5 stars Still the best ...
I had the original hardback with the glossy pics 15 years ago. Eventually gave it to a friend. Now the paperback - updated and just as sharp. Read more
Published 6 months ago by Mohan
5.0 out of 5 stars Great Book
Well the first book that I read by Hamel is 'What matters now'. That book gave whetted my appetite for more of his books though I was scared that I may be dissapointed, in case... Read more
Published on 10 July 2012 by A. Kwabula
1.0 out of 5 stars Overhyped and overpriced !!!
The only positive point is to find a book that is very nicely wrapped up with a nice design, nice layout, and impressive content LIST.... Read more
Published on 16 April 2010 by Caufrier Frederic
3.0 out of 5 stars One to revisit
I bought the first edition of this book way back in 2000 - the version with all the references to Enron in it and the (at the time) funky graphics. Read more
Published on 9 Jan 2010 by Steven Buckley
5.0 out of 5 stars A Roadmap for Innovation
Many CEOs and leaders talk about the need for innovation but do not know where to start. They should read this book. Read more
Published on 5 Sep 2008 by Paul Sloane
5.0 out of 5 stars An Operations Manual for Corporate Revolutionaries
Note: I read this book when it was first published and recently re-read it prior to reading Hamel's latest book, The Future of Management in which he provides a "guide to inventing... Read more
Published on 22 Sep 2007 by Robert Morris
3.0 out of 5 stars OK but not as good as others
From the co-author of Competing for the Future and chairman of Strategos, this was one of the best selling books of 2000. Read more
Published on 19 Mar 2005 by "innovaro"
5.0 out of 5 stars Extending to the Limits of Imagination!
Leading the Revolution is an important book of business scholarship. It proposes a higher standard for companies: Constantly establishing and superbly implementing improved... Read more
Published on 20 May 2004 by Donald Mitchell
5.0 out of 5 stars A tour de force guide for shaking organisations to the core
The anecdotal evidence is superb, though it suffers where strongly associated with Enron and a new edition is required to address the recent business events. Read more
Published on 23 May 2002 by Mark Kobayashi-Hillary
5.0 out of 5 stars A fascinating insight -how to get your ideas off the ground.
Gary Hamel provides many insights as to why business ideas are successful, how to shape them, how to gain support and how to capitalise on them. Read more
Published on 17 May 2001
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