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Purpose and benefits

Hamel has established himself at the vanguard of contemporary thinking on strategy, creating a new vocabulary for it that includes such concepts as ‘strategic intent’, ‘strategic architecture’, ‘industry foresight’ (rather than vision), and ‘core competencies’.

He suggests that too many managers operate essentially on a hand-to-mouth basis, not devoting sufficient time to thinking about and planning for the future. More than that, indeed, he asserts that developing strategy (‘strategising’ in his terminology) should be an ongoing, radical, and inclusive process that habitually challenges existing assumptions, involves as many people as possible, and looks for its inspiration as often outside the organisation as within it.