In 2000, a study 10 of public management innovation in the United States and Canada examined (i) the characteristics of public sector innovations, (ii) where in the organization innovations originated, (iii) whether innovations came about as a result of planning or groping, (iv) the obstacles to change innovators faced and how they overcame them, (v) the results achieved by these innovations, and (vi) whether these innovations were replicated. Naturally, the public sector is not exempt. Return on investment analysis and capital budgeting,Įmployee performance assessment and compensation. Synthesizing a century of management theory, Gary Hamel suggests that the practice of management continues to entail 8 Therefore, to this day, management operates primarily through routine functions, e.g., planning, organizing, commanding, and controlling. The paucity of significant breakthroughs should not surprise: after all, management was invented 100 years ago to solve the problem of inefficiency in organizations. (For example, Michael Mol and Julian Birkinshaw ( 2008) identify 50 important changes categorized under process, money, people management, internal structures, customer and partner interfaces, innovation and strategy, and information efficiency.) However, most innovations-often formulated in purpose-built research and development departments-have been first and foremost in operations, then in products and services, and to a far lesser extent in strategies they have rarely been in management itself. This is not to say that there have been no original ideas: the evidence in guides to management thinkers refutes that argument. Advancing from earlier insights, he concludes in The Future of Management that it is innovation in management that is most likely to create sustainable competitive advantage in the twenty-first century. Gary Hamel ( 2002) is known for his work on core competencies 5 and strategic intent. These Knowledge Solutions promote Gary Hamel’s ideas, researched and promulgated also by the “Management Lab” that he and Julian Birkinshaw founded to accelerate the evolution of management knowledge and practice. From their work and influence, as well as the innovations of contemporaries such as Henri Fayol, 4 grew standardized job descriptions and work methods, protocols for production planning and scheduling, cost accounting and profit analysis, exception-based reporting and detailed financial controls, incentive-based compensation schemes and personnel divisions, capital budgeting, the fundamental architecture of multidivisional organizations, and early principles of brand management. On the other hand, Hamel ( 2007) argues provocatively in The Future of Management that management is a maturing technology that has witnessed few genuine breakthroughs since Frederick Winslow Taylor 2 and Max Weber 3 set the ground rules 100 years ago in the wake of the upheaval caused by the industrial revolution and subsequent need for rationalization. There are many other handbooks on the topic: in The Handy Guide to the Gurus of Management, the British Broadcasting Corporation ( 2010) offers students a pithy and accessible selection of a dozen important figures. 1 The Guide to the Management Gurus honors 45 key thinkers (Kennedy 2002). The Economist’s Guide to Management Ideas and Gurus (Hindle 2008) enumerates 103 management concepts that have impacted companies over the past century and the 56 more influential people behind them.
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