Gary Hamel

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Gary P. Hamel
Gary Hamel and Eric Schmidt at MLab dinner.jpg
Gary Hamel (left) interviews Eric Schmidt (right)
Alma materUniversity of Michigan
OccupationAuthor, professional speaker, management consultant

Gary P. Hamel (born 1954) is an American management consultant. He is a founder of Strategos, an international management consulting firm based in Chicago.


Hamel graduated from Andrews University in 1975, and from Ross School of Business at the University of Michigan in 1990.[2]

Hamel has been a visiting professor of International Business at the University of Michigan (PhD 1990) and at Harvard Business School and is also a visiting Professor of Strategic Management at the London Business School.


Gary Hamel is the originator (with C.K. Prahalad) of the concept of core competencies. He is also the director of the Woodside Institute, a nonprofit research foundation based in Woodside, California. He was a founder of the consulting firm Strategos, serving as chairman until 2003. The UTEK Corporation acquired Strategos in 2008 in an all-stock transaction as reported by the SEC. In 2012 Strategos[3] became an independent strategy and innovation consultancy once again through a management buy-out.

The Wall Street Journal ranked Gary Hamel as one of the world's most influential business thinkers,[4] and Forbes magazine has called him "the world's leading expert on business strategy".[5] In 2013, his name was not present on an updated version of the Wall Street Journal list.[6] He is also a member of the Reliance Innovation Council formed by Reliance Industries Limited, India.[7]

Professor Ndedi Alain thinks that the goal of humanocracy in an organisation is to create an environment in which all employees are inspired to give their best in their respective positions. One of the primary goals of humanocracy according to the scholar is to lay out a blueprint for turning every job into a good job, not deskilling the work, but by upskilling the company workforce. According to best-selling author Gary Hamel, one of the biggest factors stopping organizations from moving away from bureaucracy is that leaders don’t trust their employees. With that lack of trust creates a cycle where leaders feel they have to treat their employees like children because they can’t be trusted, which makes employees stop making decisions on their own. For Ndedi, when leaders try to control every aspect of the work, employees aren’t motivated to innovate, create and experiment leading to a never-ending cycle of bureaucracy. Ndedi notes that companies can’t rely on bureaucratic measures in the future of work in this 21st century. They have to find a better way to lead and create human-centric organizations as pointed out by Ndedi (2021).

Selected publications[edit]

  • Competing for the Future (with C. K. Prahalad; Harvard Business School Press, April 1996) ISBN 978-0-87584-716-0
  • Alliance Advantage: The Art of Creating Value Through Partnering (with Yves L. Doz; Harvard Business School Press, September 1998) ISBN 978-0-87584-616-3
  • Strategic Flexibility: Managing in a Turbulent Environment (with C. K. Prahalad, Howard Thomas and Don O'Neal; Wiley, January 5, 1999) ISBN 978-0-471-98473-3
  • Leading the Revolution (Harvard Business School Press, 2000) ISBN 978-0-452-28324-4
  • The Future of Management (with Bill Breen; Harvard Business School Press, September 10, 2007) ISBN 978-1-4221-0250-3
  • What Matters Now: How to Win in a World of Relentless Change, Ferocious Competition, and Unstoppable Innovation (2011) ISBN 978-1-118-12082-8
  • Competence Based Competition (ed., with Aime Heene; John Wiley & Sons, 1994) ISBN 0-471-94397-5
  • Humanocracy (with Michele Zanini; Harvard Business Review Press, August 18, 2020) ISBN 978-1-63369-602-0
Articles, a selection
  • The Core Competence of the Corporation (with C.K. Prahalad; Harvard Business Review, 1990)
  • Strategic Intent (with C.K. Prahalad; Harvard Business Review, (1989)
  • Corporate Imagination and Expeditionary Marketing (with C.K. Prahalad; Harvard Business Review, 1991)
  • Strategy as Stretch and Leverage (with C.K. Prahalad; Harvard Business Review, 1993)
  • Strategy as Revolution (Harvard Business Review, 1996)
  • Bringing Silicon Valley Inside (Harvard Business Review, 1999)
  • The Quest for Resilience (with Liisa Välikangas; Harvard Business Review, 2003)
  • "Funding Growth in an Age of Austerity" (with Gary Getz; Harvard Business Review, July–August 2004)
  • The Why, What, and How of Management Innovation (Harvard Business Review), 84, 2006.


  1. ^ Gary Hamel: the search for a new strategic platform, Free Online Library.
  2. ^ Dividend (PDF), University of Michigan, 1993.
  3. ^ Strategos.
  4. ^ "Gary Hamel Sees "More Options: Fewer Grand Visions"". The Wall Street Journal. Retrieved October 26, 2009.
  5. ^ Kneale, Klaus (October 13, 2009). "In Pictures: The 10 Most Influential Business Gurus". Forbes. Retrieved October 26, 2009.
  6. ^ "Celebrity Economists Make Waves". The Wall Street Journal. July 3, 2013. Retrieved July 4, 2013.
  7. ^ "Innovation", Our company, RIL.

External links[edit]

Ndedi, Alain Aime and Ndedi, Alain Aime and Nisabwe, Florence, (2021), Revisiting the Literature Review on Ethical Leadership and Humanocracy (October 3, 2020). Available at SSRN: or