Rating: 
Summary: A radical new business model.
Review: "This is a book about innovation-not in the usual sense of new products and new technologies, but in the sense of radical new business models. It begins by laying out the revolutionary imperative: we've reached the end of incrementalism, and only those companies that are capable of creating industry revolutions will prosper in the new economy. It then provides a detailed blue print of what you can do to get the revolution started in your own company. Finally, it describes in detail an agenda for making innovation as ubiquitous a capability as quality or customer service. Indeed, my central argument is that radical innovation is the competitive advantage for the new millennium"(from the Preface).Within this general framework, in Chapter 3, Gary Hamel writes, "In the new economy, the unit of analysis for innovation is not a product or a technology-it's a business concept...I doubt you can find a dozen individuals in your company who share a common definition of your company's existing business concept. How could they if they can't even identify the elements of a business concept? Though consultants talk incessantly about 'business models,' I've never met one who has a coherent definition of what a business model actually is. It's hard to invent a new business concept if you can't agree on its components...To be an industry revolutionary, you must develop an instinctive capacity to think about business models in their entirety." Then, Hamel describes his business concept that comprises four major components and several subcomponents: I- Core Strategy: It is the essence of how the firm chooses to compete. 1. Business Mission: This captures the overall 'objective' of the strategy-what the business model is designed to accomplish or deliver. 2. Product / Market Scope: This captures the essence of 'where' the firm competes-which customers, which geographies, and what product segments-and where, by implication, it doesn't compete. 3. Basis for Differentiation: This captures the essence of 'how' the firm competes and, in particular, how it competes 'differently' than its competitors. II- Strategic Resources: These are unique firm-specific resources. 1. Core Competencies: This is what the firm 'knows.' (skills and unique capabilities) 2. Strategis Assets: They are what the firm owns such as brands, patents, infrastructure, proprietary standards, customer data, and anything else that is both rare and valuable. 3. Core Processes: This is what people in the firm actually 'do.' (activities) III- Customer Interface 1. Fulfillment and Support: This refers to the way the firm 'goes to market,' how it actually 'reaches' customers-which channels it uses, what kind of customer support it offers, and what level of service it provides. 2. Information and Insight: This refers to all the knowledge that is collected from and utilized on behalf of customers. 3. Relationship Dynamics: This refers to the nature of the 'interaction' between the producer and the customer. 4. Pricing Structure: This refers to the price choices depending on the traditions of your industry. IV- Value Network: It surrounds the firm, and which complements and amlifies the firm's own resources. 1. Suppliers 2. Partners 3. Coalitions On the other hand, according to Hamel these four major components are linked together by three 'bridge' components: 1. Configuration: Intermediating between a company's core strategy and its strategic resources is first bridge component. 2. Customer Benefits: Intermediating between the core strategy and the customer interface is second bridge component. 3. Company Boundaries: Intermediating between a company's strategic resources and its value network is third bridge component. More detailed discussion of these business concepts briefly mentioned/summarized above and the other unique ones, I highly recommend this invaluable study.
Rating: 
Summary: Flawed Thought Provoker
Review: Befitting his reputation, Hamel provides some powerful catalysts for one's gray matter. Unfortunately, several revolutionaly firms he cites have, since his publication date, placed highly among the leading corrupt wealth destroyers in a corruption plagued market crash. Fortunately, much of what Hamel says remains sound. Especially with illumination from spectacular failures at hand, readers can position themselves well to exploit the innovation ideas while avoiding some bold and foolish mistakes committed in the name of innovation. Read, pan for the gold among the rubble, think about the gold, and adjust your personal model about what a business does.
Rating: 
Summary: On Quantum Innovation
Review: Gary Hamel seems to have borrowed a page out of Tom Peters' book with respect to getting provocative and challenging the reader's models of thinking. The style is breathless and evangelistic, and it seems that you are attending a lecture by Hamel. However the message that Hamel makes is a pertinent one, even though the examples he cites may not be too great (like Enron) anymore. The crux of his point is that organizations have to foster revolutionary thought and business models internally or else they will be thrown off by external businesses. All in all, an engaging book, if you are the CEO of a big corporation that is not growing and are willing to try anything to reverse the trend.
Rating:
Summary: BAD E_BOOK DELIVERY SYSTEM
Review: Great book
However ... the Amazon E-Book delivery system is obtuse and takes forever to process the transaction and dispense the book ... I have the paper copy but wanted the electronic version for convenience ... Frankly, I recommend just paying someone to take a few minutes and scan the paper versions rather then dealing with this really poor ebook delivery system David
Rating:
Summary: An Operations Manual for Corporate Revolutionaries
Review: Hamel is among the most insightful analysts of the contemporary business world. If you and/or your organization needs to be energized (or re-energized), this book is "must reading" ASAP. But a word of caution: The cohesive and comprehensive program Hamel presents is NOT for the faint of heart nor for dimwits. In his Preface, he tells us "This is a book about innovation -- not in the usual sense of new products and new technologies, but in the sense of radical new business models. It begins by laying out the revolutionary imperative: we've reached the end of incrementalism, and only those companies that are capable of creating industry revolutions will prosper in the new economy. It then provides a detailed blueprint of what you [italics] can do to get the revolution started in your own company. Finally, it describes in detail an agenda for making innovation as ubiquitous a capability as quality or customer service. Indeed, my central argument is that radical innovation the [italics] competitive advantage for the new millennium." The material is carefully organized as follows: Part I Facing Up to the Revolution Part II Finding the Revolution Part III Igniting the Revolution Part IV Sustaining the Revolution Hamel concludes with these remarks: "I began this book with a simple observation -- that for the first time in history, our heritage is no longer our destiny. Our dreams are no longer fantasies but possibilities. There isn't a human being who has ever lived who right now, at this moment so pregnant with promise. Among all your forebears, among the countless generations who had no hope of progress, among all those whose spirits were betrayed by progress, you are the one who now stands on the threshold of -- the age of revolution. You are blessed beyond belief. Don't falter. Don't hesitate. You were given the opportunity for a reason. Find it. Lead the revolution." If you and/or your organization are in the doldrums, this is "must reading." But be forewarned: As Hamel explains so carefully, being a revolutionary is to be exposed to constant perils. If you are a dimwit or faint of heart, don't bother to read this book because it was not written for you. Rather, it was written for many of those with whom you compete: People with courage and principle. People who are prudent but passionate risk-takers. Those who are determined to make a difference. Those who understand the challenges which the future offers...and will pounce on them with zeal and elan. Hamel's new book is a stunning achievement.
Rating: 
Summary: Opportunistic blahblah in Oprah Winfrey style
Review: Hamel's ideas are neat, but when reading this keep in mind that his ideas may work for an IBM or Ford. However, in the smaller firm, they'll be met with laughter. I almost believe that what you read here is Hamel's own promotional material for his consulting services. Still, there's a lot of good ideas to keep in a business leaders head - just be careful about taking everything he says as the word of God.
Rating:
Summary: Expanding Opportunities from Using More Imagination!
Review: I found this book very exciting to read and think about. Leading the Revolution is an important book of business scholarship and practice imporvement. Professor Hamel 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 Professor 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, Professor Hamel is arguing that the kinds of large 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 in appearance and tone 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 Professor 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 Professor 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. 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 Professor 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 Professor 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 is the surviving CEO. And there are few other examples where new model companies end up buying the assets of old model companies. With the lowered multiples of many new companies, the reverse is starting to appear instead. 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. 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. While you contemplate an expanded purpose and approach for business enterprises, you should also consider what other purposes should be added that Professor Hamel has not addressed. Professor Hamel's having posed such an important question should not stop us from trying to build even better ones.
Rating:
Summary: OK.
Review: I've found that when writers write a non-fiction book with T.S. Eliot styling they usually have nothing of value to say. It's a good book, but too fluffy at times. You should be afraid if your consultant comes into a meeting with this tucked in his arm.
Rating:
Summary: One of the best business books I read recently
Review: Leading the Revolution is a successful effort to warn managers that the digital age is not about adding an "e-" in front of the word "business". It is about reinventing the way companies do business, and new business models. The book also provides the reader with an analysis of the "revolutions" that were implemented by companies such as FedEx and Cemex.
Rating:
Summary: Extending to the Limits of Imagination!
Review: 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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