scispace - formally typeset
Open AccessBook

Leading the Revolution

Reads0
Chats0
TLDR
Hamel as mentioned in this paper argues that the impetus for radical change in a business must come from the ideas and energies of the people within the company, not from consultants or external advisors, and also believes that innovation and radical change will be necessary for wealth creation in the coming years.
Abstract
In this interview, international strategy guru Gary Hamel explains the thinking behind his new book, Leading the Revolution. He believes that the impetus for radical change in a business must come from the ideas and energies of the people within the company, not from consultants or external advisors. He also believes that innovation and radical change will be necessary for wealth creation in the coming years – change not only in products and processes, but change in entire business models as well. The interview includes Hamel’s guidelines for those at any level of an organization who may have ideas about new opportunities that can revolutionize the company or the industry.

read more

Citations
More filters
Journal ArticleDOI

The Business Model: Recent Developments and Future Research

TL;DR: This article provided a broad and multifaceted review of the received literature on business models in which the authors examined the business model concept through multiple subject-matter lenses and found that scholars do not agree on what a business model is and that the literature is developing largely in silos according to the phenomena of interest of the respective researchers.
Journal ArticleDOI

Clarifying Business Models: Origins, Present, and Future of the Concept

TL;DR: The paper identifies the terminology or ontology used to describe a business model, and compares this terminology with previous work, and the general usages, roles and potential of the concept are outlined.
Journal ArticleDOI

Entrepreneurial orientation and small business performance : A Configurational Approach

TL;DR: In this paper, the authors investigate the EO of small businesses and find that a main-effects-only analysis provides an incomplete picture of performance, and they find that when combined with EO (a three-way interaction model) the configurational approach explains variance in performance over and above a contingency model (two-way interactions) and a main effects-only model.
Journal ArticleDOI

Knowledge‐based resources, entrepreneurial orientation, and the performance of small and medium‐sized businesses

TL;DR: It is argued that knowledge-based resources (applicable to discovery and exploitation of opportunities) are positively related to firm performance and that EO enhances this relationship.
Journal ArticleDOI

The entrepreneur's business model: toward a unified perspective

TL;DR: In this paper, a six-component framework is proposed for characterizing a business model, regardless of venture type, and the framework is illustrated using a successful mainstream company, demonstrating the manner in which business models might emerge and evolve over time.