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Related Experiment Videos

Strategy as revolution.

G Hamel1

  • 1London Business School, UK.

Harvard Business Review
|June 6, 1996
PubMed
Summary
This summary is machine-generated.

Traditional strategic planning often fails to foster innovation by reinforcing industry norms. Companies must democratize strategy creation, empowering employees to drive revolutionary change or risk being disrupted by external competitors.

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Area of Science:

  • Business Strategy
  • Organizational Innovation
  • Competitive Dynamics

Background:

  • Current strategic planning often operates as an elitist process, reinforcing industry conventions rather than fostering innovation.
  • Incumbent companies face a choice: be disrupted by challengers or revolutionize their strategy-creation methods.

Purpose of the Study:

  • To challenge the traditional, top-down approach to strategic planning.
  • To advocate for a fundamental philosophical shift, viewing strategy as a revolutionary act.
  • To introduce principles for developing genuinely revolutionary business strategies.

Main Methods:

  • Critique of traditional strategic planning processes.
  • Proposal of a new philosophical foundation for strategy development.

Related Experiment Videos

  • Outlining ten principles for creating revolutionary strategies.

    • Main Results:

    • Traditional strategic planning, as a rote procedure, stifles innovation by reinforcing assumptions and industry conventions.
    • The current process harnesses only a fraction of an organization's creative potential.
    • Revolutionary strategies require a departure from conventional, elitist planning methods.

    Conclusions:

    • Senior management must relinquish their monopoly on strategy creation and embrace democratic processes.
    • Empowering employees as "strategy activists" is crucial for internalizing revolutionary potential.
    • Companies that fail to foster internal challenges from "revolutionaries" will face external market disruption.