Revolution
A Critical Review of Strategy as Revolution
Introduction
Strategy has recently become the most important item on the management agenda because companies nowadays face increasingly more competition, turbulent economic environment and fast pace technological change (Chaharbaghi, and Willis ,1998). In the article “Strategy as Revolution” by Gary Hamel (1996), he defined what strategic innovation is and gives 10 principles that company in any industry should adhere in order to become leaders of their field. The purpose of this literature review places the article in the wider context of the innovation/optimization debate and also discusses the overall strengths and weaknesses.
Placing of the article in the wider strategy debate
In the article, Strategy as Revolution can be discussed in various different strategy debates. However, the most appropriate position is focusing on the strategies of innovation and optimization. These opposing views include different factors, which are the relationship between the firm and its environment and, the nature of the products created within each model organisation and environment.
Gary Hamel mentioned in the article that there are three kinds of companies in any given industry; the rule makers, rule takers and rule breakers. In this article is more specifically base on rule breakers; which tend to gear towards being out of the ordinary different and often become revolutionaries in their field (Prahalad and Hamel ,1990). Thus, as a revolutionary to their field company or person Hamel (1998) states every organization must apply innovation on their own way and instil the culture of a way of thinking innovative and thus, aligning to the corporation’s core competences and culture Shieh (2011).
According to Adcroft and Willis (2000), the innovation paradigm is where the emphasis is on revolutionary change of the products and processes thus creating a new market itself.
Introduction
Strategy has recently become the most important item on the management agenda because companies nowadays face increasingly more competition, turbulent economic environment and fast pace technological change (Chaharbaghi, and Willis ,1998). In the article “Strategy as Revolution” by Gary Hamel (1996), he defined what strategic innovation is and gives 10 principles that company in any industry should adhere in order to become leaders of their field. The purpose of this literature review places the article in the wider context of the innovation/optimization debate and also discusses the overall strengths and weaknesses.
Placing of the article in the wider strategy debate
In the article, Strategy as Revolution can be discussed in various different strategy debates. However, the most appropriate position is focusing on the strategies of innovation and optimization. These opposing views include different factors, which are the relationship between the firm and its environment and, the nature of the products created within each model organisation and environment.
Gary Hamel mentioned in the article that there are three kinds of companies in any given industry; the rule makers, rule takers and rule breakers. In this article is more specifically base on rule breakers; which tend to gear towards being out of the ordinary different and often become revolutionaries in their field (Prahalad and Hamel ,1990). Thus, as a revolutionary to their field company or person Hamel (1998) states every organization must apply innovation on their own way and instil the culture of a way of thinking innovative and thus, aligning to the corporation’s core competences and culture Shieh (2011).
According to Adcroft and Willis (2000), the innovation paradigm is where the emphasis is on revolutionary change of the products and processes thus creating a new market itself.