Dr. “Q” Alfredo Quinones-Hinojosa
World-Renowned Neurosurgeon & Neuroscientist
World Renowned Business Strategy Expert, Author and Thought Leader
Speaker Gary Hamel, a leading expert in innovation, strategy, change, and leadership, has collaborated with top companies globally and taught at the London Business School for over 30 years. He is the director of the Management Lab and a prolific author, known for his books "The Future of Management" and "Humanocracy." Recognized by major publications as a top business thinker, Hamel's work has revolutionized business practices and created substantial shareholder value.
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Gary Hamel, a renowned speaker, brings unparalleled expertise in innovation, strategy, change, and leadership. Throughout his illustrious career, he has collaborated with some of the world’s most prestigious companies and has been a faculty member at the London Business School for over 30 years. Additionally, he currently serves as the director of the Management Lab.
Gary Hamel’s work has led to revolutionary initiatives in numerous top-tier companies, resulting in billions of dollars in shareholder value. He has made significant contributions as a writer, authoring 20 influential articles for the Harvard Business Review, with his work translated into over 25 languages. His books, “The Future of Management” and “Humanocracy,” have become best-sellers and firmly advocate for the reinvention of management to build future-ready companies.
Recognized by Fortune magazine as a business strategy pioneer and defined by the Financial Times as a leading management innovator, speaker Gary Hamel is also acknowledged by The Wall Street Journal as the world’s most influential business thinker. Moreover, he is a fellow of both the World Economic Forum and the Strategic Management Society, further cementing his influence and thought leadership in the field.
Hamel’s groundbreaking concepts, such as “core competence,” “strategic intent,” “management innovation,” and “industry revolution,” have significantly transformed how businesses operate globally. His practical insights into these areas have provided organizations with the tools to thrive in a constantly evolving business landscape.
Notable accomplishments in Gary Hamel’s career include creating a global energy leader’s first “idea market,” developing a crowdsourced strategy for a European high-tech company, transforming a durable goods manufacturer into an innovation powerhouse, advising a top Korean company on modernizing its management practices, launching an idea platform for a major fashion house, and organizing a virtual hackathon for over 1,700 executives to revamp HR functions.
Every individual has a creative spark, yet organizations often fail to fully harness this potential. Despite 79% of leaders prioritizing innovation, 94% believe their companies fall short in this area. The disconnect arises because many organizations lack a systematic approach to embedding innovation into their culture and making it a natural part of each employee's role.
The rapid pace of change and relentless innovation challenges organizations to keep up. Many companies struggle to evolve quickly enough, often only making deep changes in response to crises, which is usually too late and inadequate. The key question for any organization is whether they can adapt as swiftly as the external world. In today’s dynamic environment, resourcefulness outweighs mere resources, and those who lag behind often remain behind. Therefore, the goal is to build an organization with an "evolutionary advantage" that can adapt as fast as change itself.
To succeed against nimble startups, large companies must eliminate bureaucracy. Young companies are bold, flexible, and quick, whereas big companies often struggle with too many layers and rules. This excess of bureaucracy costs OECD economies $9 trillion annually in lost economic output. However, some forward-thinking companies are showing that it's possible to achieve efficiency without bureaucracy. For instance, Svenska Handelsbanken operates with just three management layers, Nucor has no central R&D, and Haier has transformed into a platform of 4,000 autonomous micro-enterprises. These companies demonstrate that it's possible to be large, fast, efficient, and agile simultaneously.
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