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Gary Hamel

Visiting Professor of Strategy and Entrepreneurship


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

Gary Hamel is one of the world’s most influential and iconoclastic business thinkers. He has worked with leading companies across the globe and is a dynamic and sought-after management speaker. Hamel has been on the faculty of the London Business School for more than 30 years and is the director of the Management Innovation eXchange.


Hamel has written 17 articles for the Harvard Business Review and is the most reprinted author in the Review’s history. His landmark books have been translated into more than 25 languages. His most recent bestsellers are The Future of Management and What Matters Now. In these volumes, Hamel presents an impassioned plea for reinventing management and lays out a practical blueprint for building organizations that are “fit for the future.”


Fortune magazine describes Hamel as “the world’s leading expert on business strategy,” and the Financial Times calls him a “management innovator without peer.” Hamel has been ranked by The Wall Street Journal as the world’s most influential business thinker and is a fellow of the Strategic Management Society and of the World Economic Forum.


Hamel’s groundbreaking concepts such as “strategic intent,” “core competence,” “industry revolution,” and “management innovation,” have changed the language and practice of management in organizations around the globe.


Hamel’s work inside of organizations has been equally pioneering. Highlights include:


  • Building one of the world’s first “idea markets” inside a global energy leader.
  • Using crowdsourcing to help a European high tech company build a game-changing strategy.
  • Orchestrating a comprehensive effort to turn a venerable durable goods manufacturer into one of the world’s most innovative companies.
  • Helping a leading Korean company re-engineer its management practices around the principles of openness, community and meritocracy.
  • Designing and deploying an online platform that allowed the employees of a top fashion house to share and develop ideas for strengthening their company’s core values.
  • Developing innovation tools and platforms that have helped companies around the world de-commoditize mature industries and accelerate growth.
  • Running an online “hackathon” in which more than 1,700 senior executives collaborated to reinvent the HR function.

In his work, Hamel has led transformational efforts in some of the world’s most notable companies and has helped to create billions of dollars in shareholder value.


Hamel is one of the world’s most sought-after management speakers on the topics of strategy, leadership, innovation and change.

2000

Leading the revolution

Hamel G

Harvard Business School Press, 2000

Waking up IBM

Hamel G

Harvard Business Review 2000 vol 78:4 p 137-

1996

Reinventing the basis for competition

Hamel G

in Gibson R ed., Rethinking the future, Nicholas Brealey Publishing, 1996

Strategy as revolution

Hamel G

Harvard Business Review 1996 Jul Vol 74:4 p 69-71

1994

Breaking the frame: strategy as stretch and leverage

Hamel G

in Thomas H et al. eds., Building the strategically-responsive organization, John Wiley, 1994

Competence-based competition

Hamel G,Heene A,eds.

John Wiley, 1994

Competing for the future

Hamel G,Prahalad C K

Harvard Business School Press, 1994

Competing for the future

Hamel G,Prahalad C K

Harvard Business Review 1994 Jul/Aug Vol 72:4 p 122-128

Introduction: competing paradigms in strategic management

Hamel G,Heene A

in Hamel G and Heene A eds., Competence-based competition, John Wiley, 1994

Strategy as a field of study: why search for a new paradigm?

Hamel G,Prahalad C K

Strategic Management Journal 1994 Summer Vol 15 p 5-16

1993

Corporate imagination and expeditionary marketing

Hamel G

in Brennan N ed., Challenge conventional thinking for competitive advantage, Conference Board report number 1021, 1993

Strategy as stretch and leverage

Hamel G,Prahalad C K

Harvard Business Review 1993 Mar-Apr Vol 71:2 p 75-84

1992

Outsourcing and industrial decline

Hamel G,Bettis R A,Bradley S P

Academy of Management Executive 1992 Feb Vol 6:1 p 7-22

1991

Competition for competence and inter-partner learning within international strategic alliances

Hamel G

Strategic Management Journal 1991 Summer Vol 12 p 83-103

Corporate imagination and expeditionary marketing

Hamel G,Prahalad C K

Harvard Business Review 1991 Jul/Aug Vol 69:4 p 81-92

1990

Core competence of the corporation

Hamel G,Prahalad C K

Harvard Business Review 1990 May/Jun Vol 68/3 p 79-91

Strategic intent

Hamel G,Prahalad C K

McKinsey Quarterly 1990 Spring p 36-61

1989

Collaborate with your competitors - and win

Hamel G,Prahalad C K,Doz Y

Harvard Business Review 1989 Jan/Feb p 133-139

Macroeconomic modelling: some issues

Hamel G,Holly S

in Barker T and Pesharan H eds., Disaggregation in economic modelling, Cambridge University Press, 1989

Managing the global firm

Hamel G,Doz Y,Prahalad C K

in Hedlund G ed., Control, change and flexibility: the dilemma of transnational collaboration, Routledge, 1989

Strategic intent

Hamel G,Prahalad C K

Harvard Business Review 1989 May/Jun p 63-76

Research Interests


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