Leading the Revolution(I***N=9780452283244) 英文原版 pdf kindle caj 下载 azw3 umd 电子版 夸克云

　　Book De*ion

One of the world's preeminent business thinkers and co-author of

the bestseller, Competing for the Future, Gary Hamel helped set the

management agenda for the 1990s. He now brings us into the

twenty-first century with Leading the Revolution, which spent time

on The New York Times, The Wall Street Journal, USA Today, and

Business Week bestseller lists, among others. In his new book, Gary

Hamel lays out an innovative action plan for any company or

individual intent on becoming-and staying-an industry

revolutionary, for years to come. By drawing on the success of

"gray haired revolutionaries" like Charles Schwab, Virgin, and GE

Capital-companies who are always thinking ahead of the game and

growing in new directi***-and profiling individuals such as Ken

Kutaragi, one of the pioneers of Sony Playstation, Hamel explains

how companies can continue to grow, innovate, and achieve success,

even in a chaotic world market. With insight culled from years of

experience, Hamel:

* Explores where revolutionary new business concepts come

from

* Identifies the key design criteria for building companies that

are activist-friendly and revolution-ready

* Shows how to avoid becoming "one-vision wonders"

* Dem***trates how to harness the imagination of every

employee

* Explains how to develop new financial measures that focus on

creating new wealth

Packed with practical advice, Leading the Revolution is an

accessible read, perfect for both businesses and individuals that

don't want to get caught in the slow lane in the race for success

in the twenty-first century.

Amazon.com

So much for the old economy, new economy divide. According to

Gary Hamel, the professor-turned-strategy-guru author of Leading

the Revolution, complacent establishment giants and one-strategy

start-ups are on the same side of the fence--the wrong side.

Corporate complacency and single-strategy business plans leave no

room fo***hat Hamel describes as the key to thriving in today's

world of business: a deeply embedded capability for continual,

radical innovation.

Leading the Revolution is not a calm ***ysis of what will or

won't work in a post-industrial world. Instead, it's an impassioned

call for revolutionary activists to shake the foundati*** 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 Ge***es 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 ***ing what he says with detailed, experiential

evidence. Each chapter is packed with probing questi*** 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

From Publishers Weekly

Hamel's first edition of this volume, published in 2000, urged

managers help lead a business revolution by embracing

change-developing e-commerce, participating in joint ventures and

engaging in selective cooperation. Centuries of incremental

progress have given way to a time of revolution, Hamel argued, and

companies must change or die. His revised version keeps the focus

on far-reaching innovation-imagine the kind of future you want for

your company, Hamel urges, and then go out and create it-but he

makes sure to dismiss the "helium" of the dot-com bubble and focus

on meaningful business change. He highlights Cemex, the third

largest cement company in the world, as proof that "new attitudes

and new values can change an old industry"; UPS, too, gets the nod

as another "gray-haired revolutionary." (Unsurprisingly, Hamel's

positive Enron profile from the earlier edition gets the axe.)

Hamel's presentation is powerful and his core argument that

corporate leaders must be more entrepreneurial remains convincing;

the worst that can be said about this volume is that, by rehashing

his earlie***ritings, Hamel may not be fully following his own

advice.

From The Industry Standard

In 1994, IBM was a basket case. It had lost $15 billion over

three years and watched its market capitalization drop by 70

percent, eliminating $73 billion of shareholde***ealth. That was

when a maverick named David Grossman emerged from an IBM outpost in

Ithaca, N.Y., with the radical idea that IBM should become an

Internet-savvy information services company.

What followed was a remarkable guerrilla campaign to transform

one of the world's largest companies. With the help of a

sympathetic senior executive named John Patrick, as well as an

underground network of far-flung Net-freaks throughout the IBM

empire, Grossman overcame the odds and succeeded, helping to turn

around IBM through his iconoclastic efforts.

Gary Hamel wants you to do the same thing. He doesn't care if you

work for Cisco Systems in Silicon Valley or a Rust Belt widget

maker in Youngstown, Ohio. If you***ork seems dumb, if your company

seems brain-dead, if most of you***aking hours aren't filled with

the ardent pursuit of radical innovation, Hamel wants you to start

fomenting revolutionary change to save your employer from the long,

grim twilight of obsolescence. He wants you to think big thoughts,

take chances and, most of all, care passionately about how it all

turns out.

Hamel's new book, Leading the Revolution, purports to be a kind

of Rules for Radicals, a once-fashionable work by the late Saul

Alinsky. But instead of empowering society's downtrodden, Hamel

wants to convince you that you already have the power to pursue

"business concept innovation" of the kind that turns industries -

and possibly even societies - upside down.

At this point sensitive readers may feel as if they've wandered

into Charles Saxon's famous 1972 New Yorker cartoon about a party.

"Steer clear of that one," one woman cauti*** another about a man

across the room. "Every day is always the first day of the rest of

his life."

Corporati***, after all, do not typically welcome borderline

insubordinate campaigns by low-level employees to radically alter

the direction of their business. Media critic Ben Bagdikian might

have been talking about the difficulty of drastic, bottom-up

innovation at most large companies when he said: "Trying to be a

first-rate reporter on the average American newspaper is like

trying to play Bach's St. Matthew Passion on a ukulele."

Aside from the inherent improbability of his argument, Hamel has

a couple of other things going against him. For instance, he's

annoyingly impressed with himself, as is evident from the book's

self-dramatizing preface. And he's a management guru by profession

(his last book was Competing for the Future), which to some readers

will make him seem something of a charlatan by definition. Full

disclosure: As a species, these guys drive me up a wall. If they

really know so much, why haven't they started a few

multibillion-dollar companies instead of preying on the insecurity

of executives willing to drop a few bucks on the latest management

fad? These guys are always full of noisy brio as they lay bare the

gross stupidity of corporate America, yet somehow the same

corporate idiots who are staples of every c***ultant's books and

videotapes have managed to create the largest, richest, most

innovative economy in the history of the world. What an amazing

paradox!

All that said, I've got to confess that I liked this book, and

you probably will, too. I liked it for the same reason I like

churches and synagogues: Because it's not that often, in this

indulgent and the***utic culture of ours, that we are called upon

to be better than ourselves, and with admirable fervor this is

precisely what Hamel does. Indeed, the single best thing about

Leading the Revolution is its radical argument that work should be

engaging, meaningful and passionately performed, and that the way

to accomplish this is not by taking pride in some minute increase

in efficiency but by coming up with radical innovation - in other

words, by being really, really creative.

Fortunately, Hamel goes beyond mere exhortation to offer a

blueprint for how to revolutionize your company, even if it means

cannibalizing an existing business.

First you need an idea, and some of his suggesti*** for

developing these are obvious: Read new magazines, meet new people,

visit new places. Yet it's equally obvious how few people follow

them. The point is to find and exploit giant social

discontinuities, such as the refusal of baby boomers to grow old

(which has created markets for oversize tennis rackets, parabolic

skis and other never-say-die products). Hamel emphasizes both

direct experience and deep study: Go and see how other people live,

but make sure you get beyond first impressi***. And distinguish

form from function: Banking, for instance, may be essential, but

banks aren't.

The goal is "not to speculate on what might happen, but to

imagine what you can make happen," and along these lines Hamel

offers a section called "How to Build an Insurrection." First you

need a point of view, the equivalent of an ideology, but it must be

"credible, coherent, compelling and commercial." Then write a

manifesto, create a coalition, pick your s***s, co-opt and

neutralize opposition, find a "translator" to bridge the gap

between revolutionaries and establishment, start building small

victories, and stay underground long enough to build critical mass

- but then be sure to infiltrate (rather than overthrow) the

highest levels of the ***anization to win the resources you'll need

to realize your vision. (If you're in senior management, don't feel

left out; Hamel suggests ways to make your company

revolution-ready.)

Leading the Revolution offers a wealth of stories along the way

about people and companies who managed to create the kinds of

revolution the author is calling for. And although he gives too

little credit to the people in white lab coats, he's basically

right that a lot of wealth has been created by the Gap, General

Electric, Starbucks, Wal-Mart and other companies whose

earth-shaking innovati***--people will pay $4 for a cup of

coffee!--did not require an engineering degree. In one of his best

examples, the brainstorm of a twentysomething Enron employee in

England quickly led the company in a w*** new direction. "Enron

went live in November 1999 with one of the first online markets for

all forms of energy," Hamel writes. "Just months after its launch,

EnronOnline was doing a dollar volume far greater than Internet

stars like Dell Computer, Cisco or Amazon."

Or c***ider Ken Kutaragi, an obscure Sony researche***ho almost

single-handedly got his company to come out with a videogame system

in 1994. "Less than five years later," Hamel writes, "the

PlayStation business had grown to comprise 12 percent of Sony's $57

billion in total revenues, and an incredible 40 percent of its $3

billion in operating profits."

Hamel's examples show that, when the planets are aligned right,

it really is possible to bring about revolution inside a company.

That doesn't mean it's possible for all of us, or even most of us.

But I agree that in the absence of passion and creativity, work is

mere drudgery, and Hamel makes a strong case that bringing fresh

thinking to the job can produce wealth as well as satisfaction - no

surprise to those directly involved in the Internet

revolution.

Perhaps, though, the ultimate message of Hamel's book is that in

business the phrase "after the revolution" no longer has meaning,

ironic or otherwise, since the revolution he's talking about is one

without end.

From Booklist

For the past five years, Hamel has been the biggest name in

management gurudom. He and his c***ulting firm Strategos are

regularly profiled in the business press, and his articles

frequently appear in the Wall Street Journal, Fortune, and Harvard

Business Review. Competing for the Future, which Hamel cowrote with

C. K. Prahalad in 1994, won numerous accolades and is still an

influential, often-cited work. Strategy is Hamel's mantra. He

argues that companies must continuously reevaluate, update, and

redefine their core strategies. IKEA, Home Depot, Charles Schwab,

and Cisco are some of the "insurgents" leading Hamel's revolution,

tipping over such stolid ic*** as Kodak, K-mart, Compaq, and

Westinghouse. Hamel even maintains Nike is on shaky ground. It is

not enough, he warns, to start new businesses or develop new

products. Victors in the revolution must invent new ways of doing

business. Attempting to validate his own "revolutionary"

credentials, Hamel has re-created--or at least repackaged--the

business book, this one coming with jazzy illustrati*** and

four-color graphics; and it will be heavily promoted.

　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　David Rouse

From AudioFile

To keep up with the competition, think of your business as being

in an ecological relati***hip with its customers, suppliers,

business partners, and competition, and then keep an eye on the

dynamics of what happens in those relati***hips. The author uses

clear, pithy language (there are many memorable sound bites) and

well-spaced Socratic questi*** to spell out his ideas and push you

into action. With the abstract thinking of an academician and the

quick intuition of a start-up CEO, the author gives so many rich

ideas and cool sentences that you'll want to rewind to enjoy them

again. The importance of this material will make you wish for an

unabridged audio or the print edition, just so you don't miss

anything. T.W.

Book Dimension

length: (cm)23.1 　　　 　　　　　 　　　　　 width:(cm)15.7

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