“En los próximos años veremos un cambio drástico en la definición de líder. Estará menos relacionado con tomar las decisiones clave o tener una visión de futuro y más con crear las condiciones necesarias para permitir a otra gente innovar y crear esa visión.” Entrevista a Gary Hamel por Manuel Ángel-Méndez, en Hit Barcelona 2009.

“La conferencia fue inaugurada contando con la presencia de las más altas personalidades políticas y empresariales de Catalunya y de España, donde el principal ponente fue Gary Hamel, que ha sido reconocido “el mayor experto en estrategia empresarial”. Comunidad Pensamiento Imaginactivo.

“The companies that will win in the future will be the ones that are really focused on human beings”

Highlights

• Management is one of most important technologies human has invented, and we need to reinvent that technology.Management was really invented to solve the problem on how to turn human beings to robots.Somehow we are satisfied with the same management system of middle 1900.

Gary Hamel’s interview from Hit Barcelona on Vimeo.

Why has management evolution stopped?

• Maybe we have solved all the possible problems or maybe we have simply been caught in a paradigm trap, which i think is the correct answer.

The 3 new challenges that face organitzations today are:

First challenge: Change

• Are companies changing as fast as the world is?
• A lot of companies have been left behind on the change curve.
• Product advantages don’t last as long as they used to.
• The dividing line between a leader and a competitor is usually months only.
• Change only happens in crisis.
• Today the challenge is building an evolutionary advantage over time.

Second challenge: Protection barriers

• The protection barriers companies used to have are falling.
• We have to be adaptable in a new environment.
• Innovation is the only protective barrier. There are ways to determine innovation is not a key point in a company.

Third challenge:  Knowledge is becoming a commodity

• We need to integrate knowledge in a creative way.
• We need a completely different way of thinking about our people.

Other highlights

• Worker values pyramid: Obedience, diligence, expertise, initiative, creativity, passion.
• The job of managers is not to get employees to serve the organization, but to build the environment to encourage people to collaborate and contribute.
• “All commitment is voluntary”.
• “If you never tell a colleague what to do it will never work with you again”.
• We have to destroy the notion of the CEO.
• How do you became a management innovator? You have to be willing to challenge conventional thinking.
• You have to go to the social revolution on the web to see the future of management.
• The assumption is that when you get people more freedom they get less disciplined.
• Involvement drives commitment.
• The single reason companies get into trouble is when they concentrate responsibility in few people so the organization depends on personal characteristics of that people.

If you had grown up in the internet world:

• Every idea should compete in equal condition.
• What matters is your contribution not your credentials.

Management is only on doing to simple things

• Amplifying human capabilities (the internet has done it)
• Aggregate those capabilities (we see that through open source)

The irony is we as individual are already adaptable, innovative and interested but our organizations are not as much.

On June 17th Hit Barcelona brings together five of the most prominent business gurus for a unique day of top-level conferences, addressing critical topics in the current global economic uncertainty.

Get involved in the programme and ask Gary Hamel, Michael Eisner, Ray Kurzweil, Vijay Govindarajan or Rosabeth Moss-Kanter your questions directly via the following link: http://www.hitbarcelona.com/questions.

Each expert will answer the most voted for questions live during their session, you can follow their answers on HiT Barcelona’s blog and Twitter/HITBCN.

Don’t miss this opportunity, get online and get answers!

Sign Inn here to ask

The Wall Street Journal recently ranked Gary Hamel as the world’s most influential business thinker, and Fortune magazine has called him “the world’s leading expert on business strategy“. Wikipedia names him as an American management guru and the originator (with C. K. Prahalad) of the concept of core competencies.

As a consultant and management educator, Hamel has worked for companies as diverse as General Electric, Time Warner, Nokia, Nestle, Shell, Best Buy, Procter & Gamble, 3M, IBM, and Microsoft. His pioneering concepts such as “strategic intent,” “core competence,” “industry revolution,” and “management innovation” have changed the practice of management in companies around the world.

At present, Hamel is leading an effort to build the world’s first “Management Lab.” The MLab is a pioneering attempt to create a setting in which progressive companies and world renowned management scholars work together to co-create “tomorrow’s best practices” today. The goal: to radically accelerate the evolution of management knowledge and practice.