ieves to be revolutionary and they tell their own stories of how they try to think of revolutionary ideas for companies. Some examples include reading magazines from all over the world, attending industry conventions for industries outside of your own industry, travelling to places that are unfamiliar, and meeting new people. These are simple steps, but they have a profound impact if the person is truly trying to experience the differences in each situation. For example, I have changed industries and am now the newcomer to a completely different type of industry. I am applying some of the supply chain management techniques used at high volume production companies to the spare parts division of my new company. Although I did not feel it was revolutionary, I understand what Hamel is trying to relay to the reader. Revolutions can produce greater benefits than trying to maximize the current model. We expect to reduce Inventory levels by 50% over the next six months. This could never have happened under the old stocking strategies.His final task to transform the reader into a revolutionary is to describe ways in which a person begins to act revolutionary within their organization. He discusses the fact that revolutionary strategy does not come from above, but from below. A point he makes when he discusses traditional strategy formation at a large corporation. He states “Generally the same 10 people are talking to the same 10 people for the last 5 years. They can finish each others sentences and no revolutionary strategy will ever emerge.” This was an interesting insight that I remember well from a company I worked at for 5 years. The same people over and over deciding which direction or lack of direction they would head in. Hamel feels that the revolutionary must do three things to bring about change in large organizations. First, have a clear goal that you are willing to risk your job over. Second, find a suppo...
