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Gary Hamel

Visiting Professor of Strategy and Entrepreneurship

BSc, MBA (Andrews University), PhD (University of Michigan)

Professor Gary Hamel was recently ranked by The Wall Street Journal as the world’s most influential business thinker, and Fortune magazine has called him ‘the world’s leading expert on business strategy.’  He has been on the faculty of London Business School since 1983.

His landmark books, Competing for the Future, Leading the Revolution and the Future of Management have appeared on every management bestseller list and have been translated into more than 20 languages.  His most recent book, What Matters Now, was published in 2012 by Jossey-Bass.

Over the past 20 years, Professor Hamel has authored 17 articles for the Harvard Business Review and is the most reprinted author in the Review’s history. He has also written for The Wall Street Journal, Fortune, Financial Times and many other leading publica­tions around the world.

As a consultant and management educator, he has worked for companies as diverse as General Electric, Time Warner, Nestle, Shell, Procter & Gamble, 3M, IBM, Microsoft, and Chevron. His pioneering concepts such as ‘strategic intent,’ ‘core competence,’ ‘industry revolution,’ and ‘management innovation’ have changed the practice of management in companies around the world. 

Professor Hamel speaks frequently at the world’s most prestigious management conferences, and is a contributor to CNBC, CNN, and other major media outlets.  He has also advised government leaders on matters of innovation policy, entrepreneurship and industrial competitiveness.

At present, he is leading Management Innovation eXchange – an effort to build the world’s open innovation platform for reinventing management – designed to radically accelerate the evolution of management knowledge and practice.

Professor Hamel is a Fellow of the World Economic Forum and the Strategic Management Society.  He lives in Northern California.

Research Interests

  • Management innovation
  • Web-based management
  • Models
  • Strategic renewal
  • Organisational adaptability
  • Innovation as a core competence and employee engagement