Leading the Revolution begins by taking us through what Hamel describes as the End of Progress, whereby the evolution of industrial society is seen to be replaced by the revolution of the new economy. This change is underpinned by the rising expectations of the stakeholder economy: it is not enough to beat your last annual earnings, or be better than your competitor–the revolutionary company will be best of breed by every benchmark, nothing less. Failure to do so will leave you vulnerable to the other revolutionaries.
Hamel then sets about describing the road to becoming a revolutionary in your business and turning your business into a revolution. There are no great surprises here–think illogically, go against the grain, ask the wrong questions, be unreasonable in your expectations, it's a cause not a business, listen to the periphery. But taken together, his account builds into a vivid picture of can-do. The only trouble is that to act on even a fraction of his recommendations would exhaust the mightiest of managers. Perhaps that's why, in a revolution, there is only one leader–the rest of us just follow. –Chris Price (more…)