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Innovation Generation The by Tricia Bisoux W hat's new in management? If you ask Gary Hamel, everything. Or at least it should be. The world, he says, is leaving many traditional assumptions about management practice in the dust. Well known for his incisive and often sharply critical perspec- tive on the modern practice of management, Hamel recommends swift and sweeping change in business and business education. In his 2002 book, Leading the Revolution, he called for com- panies to exchange old sys- tems that rely on incremental change for more innovative business models, technolo- gies, and approaches. In his latest book, The Future of Management, co-authored with Bill Breen, Hamel urges business leaders to abandon "command- and-control" management hierarchies to build more democratic workplaces that give everyone a chance to lead, innovate, and effect positive change. He describes organizations in Darwinian terms—to survive, he argues, companies must reinvigorate their employees' creative DNA. "Commit to revolutionary goals," he writes, "but take evolutionary steps." As a visiting professor at London Business School in the Unit- ed Kingdom and Harvard Business School in Boston, Massachu- setts, Hamel has taken his work outside the business school. He founded Strategos, a strategic consulting company with offices in Chicago, San Francisco, and Lisbon; he now serves as chairman 18 BizEd SEPTEMBER/OCTOBER 2008 Gary Hamel argues that business educators must become inventors, innovators, and experimenters to help business meet the challenges that lie ahead.