Gary Hamel is widely regarded as one of the most influential management experts of our time. The Wall Street Journal has ranked Hamel as the “World’s #1 Business Thinker”, and the Financial Times describes him as a management innovator without peer. Since 1983, Hamel has been on the faculty of the London Business School.
Having written twenty articles for the Harvard Business Review, Hamel is HBR’s most reprinted author. His landmark articles—including “Strategic Intent,” “The Core Competence of the Corporation,” “Strategy as Revolution,” and “The End of Bureaucracy”—have changed the language and practice of management across the globe.
Hamel’s best-selling books have been translated into more than 25 languages, and include Leading the Revolution, The Future of Management (an Amazon business book of the year), and What Matters Now. His latest book, Humanocracy, is a Wall Street Journal best-seller and has been hailed by the Financial Times, the Economist, and Fortune as essential reading for 21st-century leaders.
Hamel is a member of the Thinkers 50 Hall of Fame, and often speaks at the world’s most prestigious leadership events. As a consultant, Hamel has led change initiatives in many of the world’s most admired companies—work that has created billions of dollars in market value.
A fellow of the Strategic Management Society, Hamel’s research and writing have garnered more than 110,000 academic citations, making him one of the world’s most authoritative management scholars.
Hamel is co-host of the YouTube video series, The New Human Movement, and cofounder of The Management Lab, an organization that builds platforms and tools to support high-velocity organizational change. His most recent initiative, Project Leap — a global consortium of companies working together to reinvent the foundations of work, management, and organization.
Hamel lives in Silicon Valley.
Leadership in the Age of Upheaval
• The need for courageous, principled leadership has never been greater
• Unfortunately, most organizations suffer from an acute leadership shortage
• To create more leaders, our organizations must become radically flatter and more entrepreneurial
• We must also recognize that leadership is defined not by titles and positions, but by an individual’s capacity to catalyze meaningful change
• As the work of leading becomes more distributed, senior executives must fundamentally rethink the way they add value
