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The Future of Management [Englisch] [Gebundene Ausgabe]

Gary Hamel
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Kurzbeschreibung

1. Oktober 2007
What fuels long-term business success? Not operational excellence, technology breakthroughs, or new business models, but management innovation--new ways of mobilizing talent, allocating resources, and formulating strategies. Through history, management innovation has enabled companies to cross new performance thresholds and build enduring advantages. In The Future of Management, Gary Hamel argues that organizations need management innovation now more than ever. Why? The management paradigm of the last century--centered on control and efficiency--no longer suffices in a world where adaptability and creativity drive business success. To thrive in the future, companies must reinvent management. Hamel explains how to turn your company into a serial management innovator, revealing: The make-or-break challenges that will determine competitive success in an age of relentless, head-snapping change. The toxic effects of traditional management beliefs. The unconventional management practices generating breakthrough results in "modern management pioneers." The radical principles that will need to become part of every company's "management DNA." The steps your company can take now to build your "management advantage." Practical and profound, The Future of Management features examples from Google, W.L. Gore, Whole Foods, IBM, Samsung, Best Buy, and other blue-ribbon management innovators.

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Produktinformation

  • Gebundene Ausgabe: 288 Seiten
  • Verlag: Harvard Business Review Press (1. Oktober 2007)
  • Sprache: Englisch
  • ISBN-10: 1422102505
  • ISBN-13: 978-1422102503
  • Größe und/oder Gewicht: 24,2 x 16,1 x 2,6 cm
  • Durchschnittliche Kundenbewertung: 5.0 von 5 Sternen  Alle Rezensionen anzeigen (3 Kundenrezensionen)
  • Amazon Bestseller-Rang: Nr. 51.013 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)
  • Komplettes Inhaltsverzeichnis ansehen

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Produktbeschreibungen

Synopsis

What fuels long-term business success? Not operational excellence, technology breakthroughs, or new business models, but management innovation - new ways of mobilizing talent, allocating resources, and formulating strategies. Through history, management innovation has enabled companies to cross new performance thresholds and build enduring advantages. In "The Future of Management", Gary Hamel argues that organizations need management innovation now more than ever. Why? The management paradigm of the last century - centred on control and efficiency - no longer suffices in a world where adaptability and creativity drive business success. To thrive in the future, companies must reinvent management.Hamel explains how to turn your company into a serial management innovator, revealing: the make-or-break challenges that will determine competitive success in an age of relentless, head-snapping change; the toxic effects of traditional management beliefs; the unconventional management practices generating breakthrough results in 'modern management pioneers'; the radical principles that will need to become part of every company's 'management DNA'; and, the steps your company can take now to build your 'management advantage'.

Practical and profound, "The Future of Management" features examples from Google, W.L. Gore, Whole Foods, IBM, Samsung, Best Buy, and other blue-ribbon management innovators.

Über den Autor und weitere Mitwirkende

Gary Hamel is Visiting Professor of Strategic and International Management at the London Business School. He is the author of Leading the Revolution and coauthor of Competing for the Future.

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Format:Gebundene Ausgabe|Verifizierter Kauf
Dieses Buch ist ein absolutes Muss für jeden der eine Firma aufbauen oder leiten will.
Es steigert die Wettbewerbsfähigkeit, zeigt neue Wege auf und inspriert zum Umdenken, zum Verlassen von ausgetretenen Pfaden.
Sehr sehr gut!
War diese Rezension für Sie hilfreich?
Von M.P.
Format:Gebundene Ausgabe
Ein Buch für alle, die an neuen visionären Management-Ansätzen interessiert sind. Dieses Bruch bricht mit alten Management-Konzepten und Theorien und bietet im Gegensatz zu ähnlicher Literatur innovative Ansätze an. So bietet Hamel ein Pool an innovativen Ideen und Denkansätzen zur erfolgreichen Gestaltung von Management im 21. Jahrhundert.

Hamel ist ein Muss für Manager und Führungskräfte und sollte zur Standardliteratur an Universitäten gehören. Ein einfaches, aber großartiges Buch.
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0 von 2 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Super interessant 10. Februar 2009
Von R. Kuiper
Format:Gebundene Ausgabe|Verifizierter Kauf
Lieferung war sehr schnell.
Absolut empfehlenswert für jeden Geschäftsführer oder Vortandsmitglied, der bereit ist nachzudenken über eine Neugestaltung der Führungsstruktur und Verantwortung auf die Basis zu übertragen. Kurze Entscheidungswege und ungefilterte Informationen führen schneller zum Erfolg!
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Amazon.com: 4.5 von 5 Sternen  67 Rezensionen
90 von 91 Kunden fanden die folgende Rezension hilfreich
3.0 von 5 Sternen A hard topic with high expectations and mixed delivery 25. Oktober 2007
Von Mark P. McDonald - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe|Verifizierter Kauf
When you write a book about the future of management, there are bound to be high expectations. When that book is written by one of the more celebrated management thinkers, those expectations go even higher. With that said and recognizing that it is hard to argue with success and stature. I have to say that this book left me flat. Hammel's Future of Management is a continuation on his 2000 work Leading the Revolution (LTR) which combined high impact statements with high design that reflected the height of the internet era. In many ways, the Future of Management is a more somber continuation of the ideas in LTR.

The first section of the book poses a powerful question in terms of what comes next for management innovation. That is followed by an explanation of the importance of management innovation over operational, product and strategic innovation. The section challenges the reader to first imagine, and then invent the future of management. A noble task and one that the author tries to address but unfortunately does not deliver on to the degree that you would expect.

The second section of the book highlights a few case studies such as Whole Foods, WL Gore, and Google. The cases are well written and unabashedly positive highlighting few of the challenges and setbacks people might face in this journey. A few, even anonomyous failures would have been much more illustrative of the concepts Hamel is advocating.

The third and final section is perhaps the best part of the book as it starts to set up some ideas on what future managers and management might look like. Here the results unfortunately are what you might expect, to paraphrase - the future of management will look much like the internet. OK, but I have heard that before from others. Some of the most insightful parts of this section include: the notion of separating what from how, the idea of management DNA and motivation, and the key challenges he poses in terms of the challenges for the future of management. These challenges hearken back to Leading the Revolution and include:

Challenge 1 - Creating a democracy of ideas
Challenge 2 - Amplifying human imagination
Challenge 3 - Dynamically reallocating resources
Challenge 4 - Aggregating collective wisdom
Challenge 5 - Minimizing the drag of old mental models
Challenge 6 - Giving everyone a chance to opt in

The fourth section concentrates on IBM's Emerging Business Opportunities or EBO process and how the company was able to reignite its growth engine by managing new growth initiatives and taking R&D to the market. It's an interesting case study and a good way to wrap up the book.

The future of management is an ok book, more like a toned down east coast consumable version of leading the revolution. This is a book for thinkers rather than practioners. This is one of the reasons why it is not a 5 star rating from me. Hamel attempts to be somewhat Druckeresque, if that is a word, but does not pull off the deep systematic thinking that Peter Drucker did so well. Pushing this analogy, the style of The Future of Management is 80% Drucker and 20% Tom Peters. For me, Hamel's groundbreaking work is still Competing for the Future. If you are a fan of Leading the Revolution or a fan of Hamel you will buy this book and like it. If you are a reader studying the issues and challenges of management you will find that Hamel raises more questions than he answers and that many of the answers are ones that are already out there in the marketplace.
32 von 37 Kunden fanden die folgende Rezension hilfreich
1.0 von 5 Sternen Misses the mark--a major disappointment 3. Februar 2008
Von Trevor Cross - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe
There is an old Arab proverb: "He who speaks about the future lies even when he tells the truth".
The author makes some good points, particularly when discussing the corrosive affect of calcified corporate cultures on employee morale. But he extends his examples of Google, WL Gore and Whole Foods too far. What works for them might not work for other companies. He never makes this distinction (nor tells the reader how to identify it) and he falls into the trap of missing the difference between cause and effect (see the excellent book "The Halo Effect" to learn more about this all too common tendency amongst business management authors).
He gives some good examples of how technology can break down barriers inside of a company, such as internet enabled 'predictive markets' and their ability to help with m&a strategy. But then he goes on to suggest that company sponsored blogs where employees can vent their feelings about their employer (anonymously) might make for a healthier, more innovative workplace. Perhaps I am missing something, but I don't think this would go over too well in most workplaces.
But the real reason I can give only one star is that he never mentions the impact of different cultures on management styles. This is a gross oversight. What works in the US might not work in China, Brazil or India. I was surprised that someone writing a book with the bold title "The Future of Management" could completely overlook such an important topic, especially when our economy is becoming much more global. I would strongly suggest caution if one were to implement some of his strategies.
32 von 37 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen An invaluable "guide to inventing tomorrow's best practices today" 24. September 2007
Von Robert Morris - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe
As he clearly indicates in his earlier books, notably in Competing for the Future (with C.K. Prahalad) and then in Leading the Revolution, Gary Hamel's mission in life is to exorcise "the poltergeists who inhabit the musty machinery of management" so that decision-makers can free themselves from what James O'Toole aptly characterizes as "the ideology of comfort and the tyranny of custom." In his Preface to this volume, written with Bill Breen, Hamel asserts that "today's best practices aren't good enough" and later suggests that he wrote this book for "dreamers and doers" who want to invent "tomorrow's best practices today." In this brilliant book, he explains how to do that.

In the city where I live, we have a number of outdoor markets at which slices of fresh fruit are offered as samples of the produce available. In that same spirit, I frequently include brief excerpts from a book to help those who read my review to get a "taste." Here is a representative selection of Hamel's insights:

"To thrive in an increasingly disruptive world, companies must become as strategically adaptable as they are operationally efficient. To safeguard their margins, they must become gushers of rule-breaking innovation. And if they're going to out-invent and outthink as growing mob of upstarts, they must learn how to inspire their employees to give the very best of themselves every day. These are the challenges that must be addressed by 21st-century management innovators." (Page 11)

"Many factors contribute to strategic inertia, but three pose a particularly grave threat to timely renewal. The first is the tendency of management teams to deny or ignore the need for a strategy reboot. The second is a dearth of compelling alternatives to the status quo, which often leads to strategic paralysis. And the third: allocational rigidities that make it difficult to deploy talent and capital behind new initiatives. Each of these barriers stands in the way of zero-trauma change; hence each deserves to be a focal point for management innovation." (Page 44)

"Skepticism and humility are important attributes for a management innovator - yet they're not enough. To create space for management innovation you will need to systematically deconstruct the management orthodoxies that bind you and your colleagues to new possibilities. Here's how to get started. Pick a big management issue like change, innovation, or employee engagement, and then assemble 10 or 20 of your colleagues. Ask each of them to write down ten things they believe about the nominated problem. Have them inscribe each belief on a Post-it note. Then plaster the stickies on a wall and group similar beliefs together." Then sustain a rigorous discussion during which all premises and assumptions are challenged. "To escape the straitjacket of conventional thinking, you have to be able to distinguish between beliefs that describe the world as it is, and describe the world as it is and must forever remain." Focus on what can be changed...and should be changed. (Pages 130-131)

I especially appreciate Hamel's analysis of three exemplary companies: Whole Foods Market (a "community of purpose"), W.L. Gore (an "innovation democracy"), and Google ("brink-of-chaos management"). Hamel focuses his attention to how these companies invent tomorrow's best practices today. He cleverly juxtaposes a "management innovation challenge" with each company's "distinctive management practices." Having established and then sustained a one-on-one rapport with his reader throughout the narrative, Hamel makes it crystal clear that that he is not urging his reader to address the same challenges and develop the same best practices for any one of the three exemplary companies, much less emulate all three. That would be insane.

"There isn't any law that prevents large organizations from being engaging, innovative, and adaptive - and mostly bureaucracy free. Even better, it really is possible to set the human spirit free at work. So no more excuses. It's time for you to buckle down and start inventing the future of management...My goal in writing this book was not to predict the future of management but to help you invent it...From the first time since the dawning of the industrial age, the only way to build a company that's fit for the future is to build one that is fit for human beings as well."

So, there's Gary Hamel's challenge: Start your own "revolution" and lead it. If you don't, who will?
6 von 7 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Innovating the Way that we Manage the Corporation 31. März 2008
Von J. Groen - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe|Verifizierter Kauf
Through this book, Gary Hamel goes after all the sacred cows of management: all the bureaucratic practices that have been built up over the past 100 years starting with the "scientific management" theories in the early 20th century. He makes a compelling argument that the most innovative companies of the 21st century are going to be the ones that will innovate their management practices. These practices include the planning processes, the budgeting processes, the hiring processes, the incentive and performance management processes. And, he backs it with examples of companies that are leading the way: Whole Foods, Gore and Google. Then based upon these companies and others (e.g. Toyota), he defines some principles of the future of management - a workplace that is as democratic as the countries that the corporation exists in today. And, why shouldn't that occur? Why shouldn't the same democratic principles that the average corporation thrives on be provided to the people who work there? Needless to say, there will be a lot of conflict on the way to this management philosophy, but the companies who get there first will be able to draw the talent in the future, just like Google is doing today. And that will probably be the reason that some of today's dinosaur organizations will be dragged kicking and screaming into 21st century management - or just like the dinosaur become obsolete.
3 von 3 Kunden fanden die folgende Rezension hilfreich
4.0 von 5 Sternen Management innovation to reinvent the principles, processes, and practices of management 6. Dezember 2008
Von Gerard Kroese - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe
Gary Hamel is a Visiting Professor of Strategic and International Management of the London Business School, co-Founder of international consulting company Strategos and Director of the Management Innovation Lab. He is the author of several business books, such as Leading the Revolution, Competing for the Future (with C.K. Prahalad) and numerous articles for Harvard Business Review, Wall Street Journal, Financial Times and other class-leading publications. This book was published in 2007, consists of 4 parts and a total of 11 chapters. Hamel's books are never boring and this one is almost as radical as `Leading the Revolution'. This fact is highlighted in Hamel's introduction of the goal of this book: "My goal is to help you become a 21st-century management pioneer; to equip you to reinvent the principles, processes, and practices of management for our postmodern age."

The three chapters of Part I explain why management innovation matters, whereby the author argues that modern-day management has evolved rapidly in the first half of the 20th century but that the "technology" of management has now reached a local peak rather than a 8,000 metres Himalaya monster. "In fact, most of the essential tools and techniques of modern management were invented by individuals born in the 19th century, not long after the end of the American Civil War." In the second chapter, Hamel explains management innovation: "Put simply, management innovation changes the way managers do what they do, and also does so in a way that enhances organizational performance." Chapter 3 proposes an agenda for management innovation, whereby one is "going to need a passion for some very specific, very noble challenge" in order to invent the future of management. It is "a passion for solving extraordinary problems that creates the potential for extraordinary accomplishment."

Part II - Management Innovation in Action's chapters 4, 5 and 6 explain Whole Foods Market, W.L. Gore and Google as examples of management innovators. This part serves the author's goal "to demonstrate that it really is possible to defy management orthodoxy and still run a successful business; that you can flout conventional management wisdom and still ship products on time, satisfy exacting customers, and deliver mouthwatering results. Turns out, we haven't reached the end of management. We really can reinvent the way big companies are structured and run. ... So no more excuses. It's time for you to buckle down and start inventing the future of management."

In the first chapter of Part III - Imaging the Future of Management, we come across the search for better ways to emancipate and compound human capability, whereby all of these searches start with simplest of all questions, Why? In Chapter 7 Hamel introduces five key design rules for building companies that are fit for the future. "... the task of reinventing management for the 21st century is going to take time. But what you can and must do is to get your colleagues thinking and talking about the opportunity to reinvent your company's management DNA." The next chapter introduces some new management principles, which combine big ideas with the power to inspire dramatic changes in tradition-bound processes and practices. Chapter 9 concludes this part and helps you extract maximum value out of your journey to the fringe. The author introduces 6 questions for this purpose.

The first chapter of Part 4 - Building the Future of Management recaps the 9 rules for management innovators. The final chapter introduces the 5 essential building blocks for management innovation, whereby the goal [of management of innovation] is for companies to gain a performance advantage by first amplify and then aggregate human effort. Hamel concludes this book with: "Indeed, I think the most bruising contests in the new millennium won't be fought along the lines that separate one competitor or business ecosystem from another, but will be fought along the lines that separate those who wish to preserve the privileges and power of the bureaucratic class from those who hope to build less structured and less tightly managed organizations."

Yes, I do like this book. It is just like the other books (co-)written by Gary Hamel and challenges the reader. This book in particular requires the reader to have a good look at existing management and business practices and see whether these can be done in a radical new innovative manner. But be warned, this exercise to reinvent management for the 21st century is going to take time and can probably best be started through thinking and talking with colleagues. Recommended to all looking for new ways to do business and manage.
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