So much for the old economy, new economy divide. According to Gary Hamel, the professor-turned-strategy-guru author of Leading the Revolution, complacent establishment giants and one-strategy start-ups are on the same side of the fence--the wrong side. Corporate complacency and single-strategy business plans leave no room for what Hamel describes as the key to thriving in today's world of business: a deeply embedded capability for continual, radical innovation.

Leading the Revolution is not a calm analysis of what will or won't work in a post-industrial world. Instead, it's an impassioned call for revolutionary activists to shake the foundations of their companies' beliefs and move from a linear age of getting better, smarter, and faster, to a nonlinear age of becoming different. While in the past incremental improvements in products and services were accepted as good enough, Hamel shows that true innovation is the demolition and re-creation of an entire business concept. He blows apart the popular myth that innovation lies solely in the hands of dot.com dynamos like AOL and Amazon by scrutinizing the examples of such "gray-haired revolutionaries" as Enron and Charles Schwab, companies that have managed to reinvent both themselves and their entire industries, time and again.

After an in-depth examination of what business-concept innovation involves (for starters, it's "based on avoidance, not attack"), Hamel goes on to motivate his readers to see their own revolutionary future, and train them in the art of being an activist. As he puts it in various headings, be a novelty addict, be a heretic, know what's not changing, surface the dogmas. And then get out there and transform your ideas into reality. Not simply a round-up call, Hamel's book provides would-be activists with an intelligent, comprehensive plan of action. He illustrates each imperative with examples of real-life corporate rebels, such as John Patrick and David Grossman at IBM, Ken Kutaragi at Sony, and Georges Dupont-Roc at Shell. His message is the same to "old" and "new" companies alike: "Industry revolutionaries are like a missile up the tail pipe. Boom! You're irrelevant!" So join the revolution and avoid the explosion.

Hamel writes in a clear and compelling voice, preaching with passion but supporting what he says with detailed, experiential evidence. Each chapter is packed with probing questions and inspirational examples that aim to dig through the apathetic corners of your mind and throw hand grenades into any creative synapses still slumbering. Even the alternative (read innovative) design of Leading the Revolution will jolt you into a new level of awareness and imagination. Indeed, the only problem you might have with this book is an increasing desire to put it down before the end, get out there into the wild world of the activist, and start living the revolution. --S. Ketchum Gary Hamel, world-renowned business thinker and co-author of Competing for the Future, the book that set the management agenda for the 1990s, now brings us Leading the Revolution. An action plan-indeed, an incendiary device-for any company or individual intent on becoming and staying an industry revolutionary, this book will ignite the passions of entry-level assistants, neophyte managers, seasoned VPs, CEOs, and anyone else who worries that their company may be caught flat-footed by the future. Hamel argues that in an increasingly nonlinear world, only nonlinear ideas will create new wealth. To thrive in the age of revolution, companies must adopt a radical new innovation agenda. The fundamental challenge companies face is reinventing themselves and their industries not just in times of crisis-but continually.

Based on an extensive study of "gray-haired revolutionaries," including Enron, Charles Schwab, Cisco, Virgin, and GE Capital, Leading the Revolution Explains the underlying principles of radical innovation Explores where revolutionary new business concepts come from Identifies the key design criteria for building companies that are activist-friendly and revolution-ready Details the steps your company must take to make innovation an enduring capability Packed with insight and practical advice, Leading the Revolution shows you how to Get off the treadmill of incrementalism Save your company from becoming a "one-vision wonder" Harness the imagination and passion of every employee Develop new financial measures that focus energy on the challenge of creating new wealth Create vibrant internal markets for ideas, capital, and talent Drawing on the examples of activists who profoundly changed their companies with their bare hearts, Hamel outlines the practical steps anyone can take to lead a successful revolution in their own firm.

Leading the Revolution is not a book for cozy corner-office types. It is for everyone who has the guts to act on the knowledge that our heritage is no longer our destiny. With an arresting four-color design and a compelling message that will set the new innovation agenda for the next century, this groundbreaking book from the premier business thinker of our time is a call to arms for the dreamers and doers who will lead us into the age of revolution.Hamel argues that to thrive in the age of revolution, companies must adopt a radical new innovation agenda. The fundamental challenge companies face is reinventing themselves and their industries not just in times of crisis--but continually. Beautifully illustrated with more than 100 full-color photos and drawings, Hamel's Leading the Revolution is an action plan--indeed, an incendiary device--for any company or individual intent on becoming and staying an industry revolutionary. Based on experiences of world-class companies including Enron, Charles Schwab, Cisco, Virgin, and GE Capital, Leading the Revolution explains the underlying principles of radical innovation, explores where revolutionary new business concepts come from, and identifies the key design criteria for building companies that are activist-friendly. It will show companies how to avoid becoming "one-vision wonders"; harness the imagination of every employee; develop new financial measures that focus on creating new wealth; and create vibrant internal markets for ideas, capital, and talent. Drawing on the examples of activists who profoundly changed their companies with their bare hearts, Hamel outlines the practical steps anyone can take to lead a successful revolution in their own firm.