Search Results

HBRP Chapter... More

In many companies, strategy making is an elitist procedure and "strategy" consists of nothing more than following the industry's rules. But more and more companies, intent on overturning the industrial order, are reviewing those rules. What can industry incumbents do? Either surrender the future to ... More

In 1998, Silicon Valley companies produced 41 IPOs, which by January 1999 had a combined market capitalization of $27 billion--that works out to $54,000 in new wealth creation per worker in a single year. Multiply the number of employees in your company by $54,000. Did your business create that much... More

Best Practice... More

Feature... More

HBR at Large... More

Article... More

This is not a book about one thing. It's not a 250-page dissertation on leadership, teams or motivation. Instead, it's an agenda for building organizations that can flourish in a world of diminished hopes, relentless change and ferocious competition. This is not a book about doing better. It's not a... More

TODAY'S LEADERS KNOW THAT SPEED and agility are the keys to any company's success, and yet many are frustrated that their organizations can't move fast enough to stay competitive. The typical chain of command is too slow; internal resources are too limited; people are already executing beyond normal... More

Given how little the practice of management has changed over the past several decades, it's hardly surprising that most people have a hard time imagining how management might be reinvented. In this chapter, the author considers the evolution of modern management and the challenges managers face in t... More

In this chapter, the author identifies some roadblocks to innovation, and suggests that in order to maximize the chances for precedent-breaking management innovation, managers should devote themselves to a problem that is consequential and inspiring, essential and laudable. This chapter was original... More

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. This chapter was originally published as chapter ... More

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. This chapter was originally published as chapter 5 of "The Future of Man... More

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. This chapter was originally published as chapter 6 of "The Future of Management."... More

When your company is deeply conventional and has been for decades, how do you get the ball rolling? This chapter discusses how to wage war against precedent to encourage breakthrough management thinking. This chapter was originally published as chapter 7 of "The Future of Management."... More

Embracing fresh principles is a foundational part of a systematic approach to reinventing management. This chapter addresses the challenge of adaptability--the central imperative to competitive success in a world of accelerating change. This chapter was originally published as chapter 8 of "The Futu... More

According to the author, uncommon insights often come from uncommon places. This chapter suggests that in order to glimpse the future of management, you must search for "positive deviants"--organizations and social systems that defy the norms of conventional practice. This chapter was originally pub... More

While most companies have been hard at work reinventing their business processes over the last decade, few have devoted a similar degree of energy and imagination to reinventing their management processes. Proving there are exceptions to the rule, this chapter focuses on IBM and Best Buy, organizati... More

Isolated initiatives and one-time projects are no substitute for a sustained, companywide campaign of breakthrough management innovation. This chapter is designed to help you sketch out a blueprint for making management innovation less of an aberration and more of a systematic capability. This chapt... More

FeatureArticle... More

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 pe... More

In this McKinsey Award-winning article, first published in May 1989, Gary Hamel and C. K. Prahalad explain that Western companies have wasted too much time and energy replicating the cost and quality advantages their global competitors already experience. Canon and other world-class competitors ha... More

Any company that fails to create the markets of the future, will find itself on a treadmill, trying to keep one step ahead of the steadily declining margins and profits of yesterday's businesses. This chapter asks managers to evaluate their company's ability and willingness to imagine and create the... More

To have a share of the future, a company must learn to think differently about the meaning of competitiveness, the meaning of strategy, and the meaning of organizations. In this chapter, the authors discuss these essential elements for becoming an industry leader.... More

When several companies are tracking the same broad opportunity and striving to build roughly similar competencies, the issue is how to maximize one's share of worldwide revenues when the market finally takes off. This chapter discusses the keys to global preemption, the final milestone on the road t... More