Leading the revolution
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LEADING THE REVOLUTION PRESENTED BY TIRTHANKAR SUTRADHAR, 1421427, M
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One of the world's preeminent business thinkers and co-author of the bestseller, Competing for the Future, Gary Hamel helped set the management agenda for the 1990s. He now brings us into the twenty-first century with Leading the Revolution, which spent time on The New York Times, The Wall Street Journal, USA Today, and Business Week bestseller lists, among others. In his new book, Gary Hamel lays out an innovative action plan for any company or individual intent on becoming-and staying-an industry revolutionary, for years to come. By drawing on the success of "gray haired revolutionaries" like Charles Schwab, Virgin, and GE Capital-companies who are always thinking ahead of the game and growing in new directions-and profiling individuals such as Ken Kutaragi, one of the pioneers of Sony Playstation, Hamel explains how companies can continue to grow, innovate, and achieve success, even in a chaotic world market. With insight culled from years of experience, Hamel: Explores where revolutionary new business concepts come from Identifies the key design criteria for building companies that are activist-friendly and revolution-ready Shows how to avoid becoming "one-vision wonders" Demonstrates how to harness the imagination of every employee Explains how to develop new financial measures that focus on creating new wealth Packed with practical advice, Leading the Revolution is an accessible read, perfect for both businesses and individuals that don't want to get caught in the slow lane in the race for success in the twenty-first century.
Transcript of Leading the revolution
LEADING THE REVOLUTION
PRESENTED BY
TIRTHANKAR SUTRADHAR, 1421427, M
ABOUT THE AUTHOR• Gary Hamel is regarded as one of the world's preeminent business thinkers.
• The wall street journal recently ranked Gary Hamel as the world’s most influential
thinker and fortune magazine has called him the world’s leading expert
on business strategy.
• The Economist labeled him "the world's reigning strategy guru."
• Hamel, in this book, explains how companies can continue to grow, innovate, and achieve success, even in a chaotic world market, with insight culled from years of experience.
FACING UP TO THE REVOLUTION• To thrive in the age of change and revolution.
• Inventing new strategies supersedes the implementation of improved old strategies.
• The end of progress - the age of progress began in hope - it is ending in anxiety.
• We now stand on the threshold of revolution of new age - the age of revolution.
• First the revolutionaries will take your markets and customers
• Next they will take your best employees.
• Finally they'll take your assets.
FINDING THE REVOLUTION
• Can you think beyond new products? Or new services? Or new business concepts?
• Unpacking the Business Model:
• Core Strategy
• Strategic Resources
• Customer Interface
• Value Network
FINDING THE REVOLUTIONCore Strategy:1. Business Mission2. Product/Market Scope
Strategic Resources:1. Core Competencies2. Strategic Assets3. Core Processes
Customer InterfaceValue Network1. Suppliers2. Partners
UNLESS YOU AND YOUR COMPANY BECOME ADEPT AT BUSINESS CONCEPT INNOVATION, MORE IMAGINATIVE MINDS WILL CAPTURE TOMORROW’S WEALTH.
IGNITING THE REVOLUTION• In a highly successful company the Political model, Mental model, Business model and Operating
model are all perfectly aligned – each sitting squarely atop the one below:
• Human resource “alignment” is fine – if the world isn’t constantly
changing.
• But perfect alignment destroys any chance of innovation, because
it brooks no dissent and allows no alternatives.
• Alignment is the enemy of business concept innovation.
POLITICAL MODEL
MENTAL MODEL
BUSINESS MODEL
OPERATING MODEL
CORPORATE REBELS• Activists are not anarchists.
• They are the loyal opposition.
• Their loyalty is not to any particular person or office, but to the continued success of the organization and those who labor on its behalf.
Revolution
SUSTAINING THE REVOLUTION• Companies that are incapable of changing either themselves or their industry are either dead
dying.
Gray Haired Revolutionaries
Slow Moving Bureaucrats
One-TimeVisionaries
Cost and Efficiency Addicts
MY CRITIQUE• The only way for companies to compete in this age of revolution is to embrace the powerful
force of business concept innovation. This is the capacity to re-conceive existing business models in ways that create new value for customers, rude surprises for competitors, and new wealth for investors.
• Companies either evolve quickly or go extinct. Today, imagination is more important than ever for keeping a company competitive.
THANK YOU
