Strategy as Revolution

“Strategy as Revolution” (Hamel, 1996) which was published in the Harvard Business Review almost 20 years ago is still having its principles repeated in the context of strategy, with the ten principles outlined touching upon many different topics and theoretical issues in relation to strategy and making the right plans for businesses.

Strategic plans are a necessity within the running of an organisation, in order for sight of business objectives to not be lost.

Good strategy should stimulate change and serve as a framework within the decision making body of a business. Revolution refers to the development and adoption of better and more advanced methods of running a business organisation (McDonald, 2007).

Hamel classifies companies into three categories – rule makers (the ones pioneering the building of industry at all times; they are the creators of industries and they protect the identity of the business (Yodfat & Ohanah, 2001)), rule takers (reflect the goals and objectives of the rule makers, they attempt to implement the objectives put across), and rule breakers (those whom revolutionise the entire industry, or a section within it; they overturn the industrial order and are radical thinkers).

Industries need to act faster and work harder, in order to improve the industry, safeguard the company’s position in the ecosystem, and prevent it from losing market share – this can only be achieved by managers incorporating more innovative ideas and learning to think outside of the box, according to Hamel.

According to the article, there are ten key principles that companies in any given industry should follow in order to become revolutionised.

In Gary's opinion, strategy development is a revolutionary action in an organization. According to him, it is a result of radical thinking and some risk taking on the part of the company. He further