56 of 60 people found the following review helpful:
4.0 out of 5 stars
some good stuff but here we go again....., August 19, 2000
While this book is worth reading I have to say I was a little disappointed. For one thing, I had to keep looking at the book jacket to make sure the book was written by Gary Hamel and not Tom Peters. Gary has gone to the mountain top to preach a message that is probably worth repeating but certainly not new. Innovate or die. Revolt or fail. Rebel. Be an activist. Change before it's too late. Like most "mountain-top" books, this one makes a great case for change. It's compelling. It gets you convinced to lead a revolution. In this case toward what Hamel refers to as "business concept innovation" - "the capacity to reconceive existing business models in ways that create new value for customers, rude surprises for competitors and new wealth for investors". Business concept innovation means that wealth-creating champions have unique capabilities, unique assets, unique value propositions, and unique market positioning. Simple product or marketing innovation will not do in the "age of the revolution" according to Hamel. It's a neat concept but this is where the book begins to break down for me. While Hamel claims that radical invention and radical differentiation of the business model is the answer, many of the examples cited in the rest of the book seem to be discrepant with the claim. Hamel cites IBM's Internet undertaking and Sony's PlayStation success as examples. But how could they be considered as examples of creating new business models? Aren't they really just examples of IBM and Sony adapting to clearly established trends? Another example cites (department store) Target's inviting shopping environment but isnt that simply an example of good old-fashioned store merchandising (a.k.a. marketing)? Hamel claims or implies that most companies know how to execute but not how to develop strategy but is this completely true? Sure, GREAT strategy is rare (and difficult to develop for sure) but aren't there also lots of companies that DON'T know how to serve their customers, that don't know how to turn a profit regularly and that can't implement basic systems well? WalMart is another example cited often in the book but isn't their advantage the fact that they are great implementors as well as strategists? And what about the companies over the years that simply create wealth by being great copy-cats and not "revolutionary innovators"? Office Depot, Microsoft, Burger King, ATG, Papa Johns Pizza, Excite, AOL, AMD, Bath and Body Works, E-Trade, etc. etc. etc. etc! Were/are these companies successful because of radical new business models or because of great fundamental execution? Aren't their accomplishments equally commendible if not as admirable? Do we really know? Yea, I get disturbed by all of the "hype-notic" management writing that takes place these days but in the end I'm grateful to read a book and get stimulated. Hamel's book IS STIMULATING and provides much food for thought. A bit overpackaged/overproduced but a worthwhile read anyway. So I give it 4 stars.
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41 of 43 people found the following review helpful:
3.0 out of 5 stars
Good Book: Just Dont Try To Do Anything With It, October 4, 2000
If you've followed and loved any of Hamel's previous works, you'll find that "Leading the Revolution" is for you. It's well-written, lovely to look at, and he does two things very well: 1) Takes complicated business issues and packages them clearly and neatly with his own brand of consultant-speak. (e.g., Focusing on "bridge" components to tie all your challenges together.) 2) If you work for Just-Don't-Get-It BiggieCorp, he provides an innovation call-to-arms. You can quote Hamel to scare the bejeebers out of your boss.
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.
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45 of 50 people found the following review helpful:
5.0 out of 5 stars
Extending to the Limits of Imagination!, August 23, 2000
Leading the Revolution is an important book of business scholarship. It proposes a higher standard for companies: Constantly establishing and superbly implementing improved business models for customer interfaces, core strategy, using strategic resources, and value networks. Further, it integrates the arguments of many leading thinkers about improvement methods into one set of procedures for making faster business progress. The book also makes an excellent case for this higher standard already being in operation in companies like Enron, GE Capital, Cisco Systems, Nokia and Charles Schwab.
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.
As a strategist, he does an excellent job of outlining the key issues of these factors, and how to organize an enterprise to accomplish more with these opportunities. By providing an analytical context for understanding the phenomena, he helps others understand what he describing intellectually. For those who have not had these experiences, the descriptions will seem to be alien emotionally.
The book is designed to be a clone of Tom Peters' more flamboyantly-conceived works like The Circle of Innovation. The language is extreme, often bordering on being vulgar, and will make many people uncomfortable. That appears to be Hamel's purpose. The pages are laid out in vivid colors, photographs and graphics making it seem unlike most business books you have read before. This will make the book seem even stranger to many. That also appears to be Hamel's purpose. The downside of this approach is that many will simply reject the message along with the way it is presented. That's a missed opportunity on Hamel's part and on the reader's part. The message is more important and serious than the presentation.
On the other hand, I would like to give the editors at Harvard Business School Press credit for being flexible in working with Hamel to create the presentation of this book.
The book's biggest weakness is in using Revolution as the metaphor. Any student of revolutions will quickly tell you that revolutions usually lead to counter revolutions after a period of maximum turmoil. That's not what Hamel is talking about, so his metaphor will confuse many while annoying others who do not want to turn their organizations into revolutionary bands. He doesn't seem to mean to invoke Revolution in either sense, but he never makes that point clear.
The second biggest weakness is that he presents a new paradigm that is very complex and requires mastering vast quantities of new skills for most people. Many readers will be overwhelmed by the prospect. So if they hear Hamel as a herald, they may be discouraged about following the herald.
The third biggest weakness is drawing major conclusions from very limited data. For example, he asserts that companies that master this new paradigm will eventually end up taking over the assets of companies that do not, after getting their customers and top employees. He cites AOL's merger with Time Warner as his example of an asset takeover. Without going into a full analysis, that example does not fully match this argument. For example, Gerry Levin from Time Warner will be the surviving CEO. And there are few other examples where new model companies end up buying the assets of old model companies.
The fourth weakness is encouraging people to grasp the potential of powerful, underlying trends without giving them much help in understanding how to do this. That is a subject for an entire book, not just a few pages in one.
One surprise for many people will be that the book is aimed more at the rebels at lower levels in a company than at its formal leaders. The rebels will learn a lot about how to become more effective in pushing their new ideas. Those who think like the conventional wisdom will find much less guidance to help them. In fact, Hamel has a side bar about working as a consultant with Royal Dutch/Shell and the difficulties that people there had in coming up with new ideas until the consultants trained them. Conventional wisdom is based on very complicated psychological processes, and changing that conventional wisdom in useful ways is a subject well beyond the scope of a brief chapter.
You should think of this book as introducing the subject of constantly improving business models, and inviting others to follow and flesh it out. I look forward to future books by Gary Hamel and other leading thinkers in further developing the questions posed here.
While you contemplate an expanded purpose for business enterprises, you should also consider what other purposes should be added that Hamel has not addressed. Hamel's having posed such an important question should not stop us from trying to build even better ones.
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