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The Why, What, and How of Management Innovation (HBR OnPoint Enhanced Edition) | 
 enlarge | Author: Gary Hamel
Publisher: Harvard Business Review
Category: Book
Buy New: $6.50
Rating:  1 reviews
Sales Rank: 673962
Format: Download: Pdf
Media: Digital
Pages: 18
ASIN: B000ECXTLG
Publication Date: February 1, 2006
Availability: Available for download now
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Product Description
For organizations like GE, P&G, and Visa, management innovation is the secret to success. But what is management innovation? Why is it so important? And how can other companies learn to become management innovators? This article from expert Gary Hamel answers those questions. A management breakthrough can deliver a strong advantage to the innovating company and produce a major shift in industry leadership. Few companies, however, have been able to come up with a formal process for fostering management innovation. The biggest challenge seems to be generating truly unique ideas. Four components can help: a big problem that demands fresh thinking, creative principles, or paradigms that can reveal new approaches; an evaluation of the conventions that constrain novel thinking; and examples and analogies that help redefine what can be done. No doubt, existing management processes in your organization exacerbate the big problems you're hoping to solve. To identify them, pose a series of questions for each one: Who owns the process? What are its objectives? What are the metrics for success? What are the decision-making criteria? How are decisions communicated, and to whom? After documenting these details, ask the people involved with the process to weigh in. This exploration may reveal opportunities to reinvent your management processes. A management innovation, the author says, creates long-lasting advantage when it meets at least one of three conditions: It is based on a novel principle that challenges the orthodoxy; it is systemic, involving a range of processes and methods; or it is part of a program of invention, where progress compounds over time.
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| Customer Reviews:
Lift performance through a portfolio of bold new management ideas November 28, 2008
Gary Hamel is visiting professor to London Business School, founder of consulting company Strategos and Director of nonprofit research foundation Woodside Institute. He has (co-)authored several leading management and business books and articles over the last 15 years. This article was published in the February 2006 issue of the Harvard Business Review.
Through examples of various well-known companies, such as General Electric and Procter & Gambel, the author explains that a management innovation creates long-lasting advantage. "A management innovation can be defined as a marked departure from traditional management principles, processes, and practices or a departure from customary organizational forms that significantly alters the way the work of management is performed." So how can one become a management innovator? The biggest challenge is generating truly novel ideas through a commitment to a big problem, novel principles that illuminate new approaches, deconstruction of management orthodoxies, and alogies from atypical organizations that redefine possibilities. Each of these are discussed in detail together with useful questions for each relevant management process. "The goal is to build a portfolio of bold new management experiments that has the power to lift the performance of your company ever higher above its peers."
Yes, I do like this article. Hamel challenges the reader to think about creating advantage through management innovation. Well, perhaps not everyone is able to create a true legacy, but this article provides a good guide with the underlying opportunity to review and reinvent existing management processes. This article is largely based on Gary Hamel's book 'The Future of Management', which I also recommend for people who want to make improvement to their companies, work and life. These types of articles just provide you with energy to set yourself another challenge!
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