Peter Drucker famously said that “most of what we call management consists of making it difficult for people to get their work done”. Drucker was the 20th-century’s pre-eminent management writer. The ambitious challenge Gary Hamel has set himself – and largely met – is to provide a new route map for 21st-century managers. How can organisations be more adaptable, innovative and resilient, and what do managers need to do, or stop doing, to help promote these qualities?
It is worth mentioning Drucker because, while Hamel is full of admiration for the great names of management theory from the past – Frederick Taylor, Max Weber, W. Edwards Deming and Drucker himself – his point is that it is time to move on.
Some of these greats, still hugely influential today, belong to “a small coterie of long departed theorists and practitioners who invented the rules and conventions of ‘modern’ management back in the early years of the 20th century”.
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