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Leading the Revolution Paperback – July 30, 2002
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Leading the Revolution is not a calm analysis of what will or won't work in a post-industrial world. Instead, it's an impassioned call for revolutionary activists to shake the foundations of their companies' beliefs and move from a linear age of getting better, smarter, and faster, to a nonlinear age of becoming different. While in the past incremental improvements in products and services were accepted as good enough, Hamel shows that true innovation is the demolition and re-creation of an entire business concept. He blows apart the popular myth that innovation lies solely in the hands of dot.com dynamos like AOL and Amazon by scrutinizing the examples of such "gray-haired revolutionaries" as Enron and Charles Schwab, companies that have managed to reinvent both themselves and their entire industries, time and again.
After an in-depth examination of what business-concept innovation involves (for starters, it's "based on avoidance, not attack"), Hamel goes on to motivate his readers to see their own revolutionary future, and train them in the art of being an activist. As he puts it in various headings, be a novelty addict, be a heretic, know what's not changing, surface the dogmas. And then get out there and transform your ideas into reality. Not simply a round-up call, Hamel's book provides would-be activists with an intelligent, comprehensive plan of action. He illustrates each imperative with examples of real-life corporate rebels, such as John Patrick and David Grossman at IBM, Ken Kutaragi at Sony, and Georges Dupont-Roc at Shell. His message is the same to "old" and "new" companies alike: "Industry revolutionaries are like a missile up the tail pipe. Boom! You're irrelevant!" So join the revolution and avoid the explosion.
Hamel writes in a clear and compelling voice, preaching with passion but supporting what he says with detailed, experiential evidence. Each chapter is packed with probing questions and inspirational examples that aim to dig through the apathetic corners of your mind and throw hand grenades into any creative synapses still slumbering. Even the alternative (read innovative) design of Leading the Revolution will jolt you into a new level of awareness and imagination. Indeed, the only problem you might have with this book is an increasing desire to put it down before the end, get out there into the wild world of the activist, and start living the revolution. --S. Ketchum --This text refers to an out of print or unavailable edition of this title.
From Publishers Weekly
Copyright 2000 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.
Top Customer Reviews
But if you want to actually implement any of his ideas, look elsewhere. There is zero help in how to embrace his revolution.
My suggestion is to get two books: This one to whack others upside the head (its weight alone will do the trick) -- and "Simplicity" by Bill Jensen. Simplicity focuses on how to figure out what to do when there are too many revolutions, too much info and too many choices all clamoring for your attention. Combine the two books and you might actually change your world.
To those who have already are familiar with the literature of developing new business models (such as Digital Capital), little in this book will be new. For those who are very focused on gradual improvement, the arguments here will be foreign and puzzling. Because of Gary Hamel's stature, many will read this book and begin to grasp the changed nature of the leadership and management challenges of the 21st century. Because of ways the argument is articulated and illustrated, many more will miss the point. That's too bad.
Basically, Hamel is arguing that the kinds of changes that most people think of as revolutionary need to become everyday occurrences. This observation is based on an accelerating rate of uncontrollable change and resulting opportunities for innovation; an economic environment where fewer companies prosper while more become mediocre or below average; more pressure for performance from investors; rapidly developing business skills in business process, product, market and model innovation; broad human potential to imagine more and make it happen; and potential for improved communication and application of innovation.Read more ›
Most Recent Customer Reviews
I've been a huge fan of Hamel and Prahalad since my college days. These two were not only prolific authors but there writing on strategy and globalization was clear and... Read morePublished on April 23, 2012 by Rindge J. Leaphart
The only positive point is to find a book that is very nicely wrapped up with a nice design, nice layout, and impressive content LIST.... Read morePublished on April 16, 2010 by Caufrier Frederic
We live in turbulent times and if we want to survive we have to make innovation a way of life. That is the message which Gary Hamel brings us, and it is an important message. Read morePublished on February 10, 2010 by John Gibbs
A great business strategy book. Very well written. The first thing that comes to mind is Business Concept Innovation, Strategic Resources, and Core Competencies. Read morePublished on April 1, 2009 by Amazon Customer
Well written book with remarkable attention on the logic flow of topics.
Chapter 8 Design Rules for Innovation is definitely the best part of the book (conceptual vision to... Read more
With this book, the author brings out the new concept of "nonlinear innovation".
"In a nonlinear world, only nonlinear ideas will create new wealth", he writes. Read more
I love the rather blunt, racy tone of this book. Hamel calls for all employees to be activists, to aggressively promote their own ideas for new products or services. Read morePublished on January 6, 2007 by Mitchell McCrimmon
Exellently written and excellent information.The best thing about this book is that I didn't really need to read it at all!. Read morePublished on October 1, 2006 by stephen ward