What is *What Matters Now* by Gary Hamel about?

*What Matters Now* by Gary Hamel argues for a radical reinvention of management practices to create organizations that are innovative, adaptable, and human-centric. The book challenges traditional hierarchies and advocates for decentralizing decision-making, fostering employee autonomy, and prioritizing purpose over profit. Hamel emphasizes the need to replace bureaucratic structures with systems that harness creativity and passion.

Who should read *What Matters Now*?

This book is essential for business leaders, managers, and entrepreneurs seeking to future-proof their organizations. It’s also valuable for students of management and anyone interested in organizational design, innovation, or workplace culture transformation. Hamel’s insights resonate with those aiming to tackle legacy systems and build agile, purpose-driven teams.

Is *What Matters Now* worth reading?

Yes, particularly for its actionable framework to dismantle bureaucratic inertia and foster management innovation. Hamel combines decades of research with case studies from companies like Google and Whole Foods, offering practical tools for empowering employees and driving systemic change. It’s cited as a blueprint for building “fit-for-the-future” organizations.

What are the key concepts in *What Matters Now*?

- **Management Innovation**: Redesigning processes to prioritize flexibility and creativity over control. - **Decentralized Authority**: Shifting power from hierarchies to frontline employees. - **Purpose-Driven Culture**: Aligning organizational goals with societal impact. - **Humanocracy**: Replacing rigid bureaucracies with systems that leverage human potential.

How does *What Matters Now* address modern workplace challenges?

Hamel critiques outdated practices like top-down decision-making and excessive standardization, arguing they stifle innovation. He proposes solutions like internal idea markets, crowdsourced strategy, and meritocratic advancement to address issues like employee disengagement and slow adaptation to market shifts.

What are iconic quotes from *What Matters Now*?

- **“Bureaucracy must die.”** Hamel calls for dismantling rigid structures that impede creativity. - **“The future of management is about building organizations that are as human as the people inside them.”** Highlights the shift toward empathetic, employee-centric cultures.

How does *What Matters Now* compare to Hamel’s earlier work?

While *Competing for the Future* (1994) focused on strategic intent and core competencies, *What Matters Now* delves deeper into organizational redesign. It builds on themes from *The Future of Management* (2007) but adds fresh case studies and tools for post-digital-era challenges.

What criticisms exist about *What Matters Now*?

Some argue Hamel’s vision is overly idealistic, particularly for large, traditional organizations resistant to cultural overhaul. Others note the book prioritizes conceptual frameworks over step-by-step implementation guides. However, its provocative ideas are widely praised for sparking critical dialogue.

지금 무엇이 주류인가 요약

끊임없는 변화, 치열한 경쟁, 그리고 멈추지 않는 혁신의 세계에서 승리하는 법

게리 해멀

3.94(606 Reviews)

지금 무엇이 주류인가 요약 개요

끊임없이 변화하는 세상 속에서, 게리 해멀(Gary Hamel)의 혁신적인 선언은 기업 윤리와 전통적인 경영 방식에 도전장을 내밉니다. 그는 자본주의의 도덕적 토대를 재건하는 동시에, 왜 열정이 관료주의를 압도하는지를 밝혀냅니다. 전 세계의 CEO들은 그의 역설적인 진리를 받아들였습니다. 오늘날처럼 치열한 시장 환경에서 자유는 멈출 수 없는 혁신을 이끄는 원동력입니다.

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지금 무엇이 주류인가의 같은 아이디어를 담았습니다. 나에게 맞는 목소리, 깊이, 속도를 고르고 언제든 바꿔 보세요.

1장

The Business Revolution We Need Now

In a world of unprecedented change, what truly matters? This question haunts Gary Hamel's groundbreaking work, which has become required reading for forward-thinking executives worldwide. Named the world's most influential business thinker by the Wall Street Journal, Hamel delivers a passionate manifesto that has resonated with leaders from Silicon Valley to Singapore. The book has influenced companies like Google, Microsoft, and Zappos, with former GE CEO Jack Welch calling it "the most important management book of the decade." What sets this work apart isn't just its incisive analysis of organizational dysfunction but its practical blueprint for building institutions worthy of human creativity and passion. As we navigate increasingly turbulent business waters, Hamel's insights have never been more relevant - showing us how to create organizations that are not just efficient, but fundamentally more human.

2장

Values: The Bedrock of Sustainable Success

At its core, business is about stewardship - of careers, resources, and values. True leadership requires five essential virtues that have been notably scarce in recent years: fealty (viewing resources as a trust), charity (putting others' interests first), prudence (safeguarding the future), accountability (taking responsibility for systemic consequences), and equity (ensuring fair distribution of rewards). The cascade of corporate scandals from Enron to News Corp demonstrates how today's globally connected economy magnifies ethical failures. To put these principles into practice, imagine this mental framework: your widowed mother is the only shareholder, your boss is an older sibling, your employees are childhood friends, your children are the primary customers, and you're independently wealthy. This perspective ensures you'll never sacrifice long-term value for quick gains, never suck up to superiors, never treat employees as mere resources, never exploit customers, and never compromise your integrity. The Great Recession wasn't merely a financial crisis but fundamentally a moral one. It resulted from an irresponsible borrowing spree orchestrated by capitalism's leaders: Federal Reserve policymakers as distillers, congressional legislators as rumrunners, and bank CEOs as bartenders. Like adults pouring shots at a high school dance, they encouraged reckless behavior on a global scale. Several moral failures fueled this crisis. Deceit flourished as mortgage bankers conspired with borrowers to overstate incomes and understate debts. Hubris blinded Wall Street's "rocket scientists" who dramatically overestimated their ability to parse risk, failing to recognize that distributing risk isn't eliminating it. Myopia led financial models to rely on recent trend data from a period when asset values consistently rose, ignoring the possibility of a major housing market slump. Greed transformed conservative bankers into frenzied speculators through the lure of multimillion-dollar bonuses. And denial allowed everyone financially vested in the housing boom to ignore inevitable consequences. Perhaps this crisis will renew appreciation for timeless wealth-creating virtues like prudence, thrift, self-discipline, and sacrifice - the same values that built not just successful farms and businesses but entire nations. As Roosevelt noted during the Great Depression, we need to restore "social values more noble than mere monetary profit."

들리는 모든 단어를 눈으로 확인하세요

지금 무엇이 주류인가 요약의 각 단어가 오디오에 맞춰 실시간으로 강조되어 편하게 따라 읽을 수 있습니다.

3장

Innovation: The Lifeblood of Organizational Vitality

In today's world of stagnant economies, hyper-efficient competitors, and tight-fisted customers, innovation champions often find themselves on the defensive as left-brain types gain the upper hand. But before innovation slips further down corporate priorities, we must remember that we owe everything to innovation - our existence, our prosperity, our happiness, and our future. Our species exists thanks to four billion years of genetic innovation through sexual recombination and random mutation. If life had adhered to Six Sigma rules, we'd still be slime. From our ancestors' perspective, we live lives of unimaginable ease thanks to a thousand years of social innovation that gave millions the right to self-determination. Institutional innovations - including capital markets, company law, and patent protection - paved the way for economic progress. And technological innovation blessed us with mobility, communications, medicine, and computational power. Between 1000 and 1820, global per capita income rose by only 50%. In the following 12 decades, it grew by 800%. Innovation literally rescued humanity from privation. Moreover, humans are unique in creating for the sheer pleasure of it - whether gardening, playing music, writing poetry, or inventing recipes. We create because we were born to. Experts agree that humans are happiest when exercising their ingenuity. When examining the world's most innovative companies, we find several distinct types. The "rockets" are young companies propelled by novel business models, like Gilt Groupe or Spotify. The "laureates" innovate consistently but in narrow technological domains, like IBM or Samsung. The "artistes" are companies where innovation is the primary product, such as IDEO or BMW DesignWorks. The "cyborgs" like Google, Amazon, and Apple seem purpose-built for superhuman innovation, with little industrial-age DNA. Perhaps most notable are the "born-again innovators" - companies like Procter & Gamble, IBM, and Ford that transformed from hierarchical, stultifying organizations into innovation leaders. The fundamental lesson: becoming an innovation leader requires completely retooling management processes - from planning and budgeting to organizing and compensating. What limits innovation isn't lack of resources or creativity but pro-innovation processes.

4장

Apple's Secret: Embedding Innovation in Corporate DNA

Apple has innovation embedded more deeply in its DNA than any other company. The iPad generated nearly $10 billion in revenue in just nine months - an unprecedented feat in business history. Over the past decade, Apple has dominated the high-end computer market, become the world's largest music retailer, captured 48% of mobile phone industry profits with just 5% market share, created retail stores generating four times the revenue per square foot of big box competitors, and become the world's largest software distributor. What drives this extraordinary success? First, great passion. For Apple, that passion centers on beauty. Jobs would pause during product launches, look at a device like the iPad, and say "It's just so amazing to hold." This sort of joyous pride in technological artistry would be unimaginable from most tech company executives. Second, Apple people hate being derivative. What motivates them is breaking new ground, not being fast followers. While Apple doesn't always pioneer categories (MP3 players existed before iPods, smartphones before iPhones), they consistently set themselves the challenge of radically redefining the status quo rather than merely improving upon it. Third, Apple commits to exceeding expectations - to wringing gasps of delight from even jaded customers. Their prelaunch secrecy isn't just competitive paranoia but a way to produce Christmas-morning wonder. As Jonathan Ives, Apple's design chief, puts it: "When something exceeds your ability to understand how it works, it sort of becomes magical." Fourth, Apple transcends trade-offs, turning either/or into both/and. They prove a company doesn't have to choose between high value and low cost. Despite being one of the world's most innovative companies, they're also one of the most efficient. Fifth, at Apple, innovation isn't a strategy or department - it's the basic material in everything they do. From the wafer-thin MacBook Air to the App Store to the Genius Bar, innovation is ubiquitous. Finally, Apple's celebrated aesthetics aren't just about bold strokes but getting countless tiny details right - the magnetically-attached power cord on laptops, the gorgeous packaging around every iPod, the single aluminum billet giving structural integrity to MacBooks. Apple employs people whose brains contain both left and right hemispheres, who understand customers are similarly equipped. They know something lovely, sleek and unexpected provokes visceral reactions that may not be easily quantified but can be monetized.

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5장

Adaptability: The New Competitive Advantage

What will define our age a thousand years from now? Perhaps the Web, genomic decoding, or Mars exploration. But most remarkable will be how the pace of change went hypercritical. Change has fundamentally changed. We're surrounded by exponential growth - from mobile phones to CO2 emissions to data storage - yet humans have little experience with such acceleration. In this world of all punctuation and no equilibrium, organizations face a critical question: are we changing as fast as the world around us? Most CEOs would answer "no." Industry after industry sees insurgents outpacing incumbents - Google over Microsoft, Hyundai over Chrysler, Apple over Nokia. Even market leaders remain vulnerable, as demonstrated by mobile phone leadership passing from Motorola to Nokia to BlackBerry to Apple in just four decades. Our organizations were never built to be adaptable. Management pioneers a century ago designed for discipline, not resilience. That's why change typically comes in only two varieties: trivial and traumatic. Why should it take a "regime change" to change strategy? Why surrender billions in market value before getting serious about transformation? Organizations lose their relevance when they become prisoners of precedent. The problem isn't external forces - it's institutional inertia. To thrive in turbulent times, organizations must become less structured, less hierarchical, and less routinized. The most resilient thing on the planet, the Web, is loosely organized and lightly managed. When examining why icons become also-rans, three forces are at work. First, gravity wins through three physical laws: the law of large numbers (big companies grow more slowly), the law of averages (no company can outperform the mean indefinitely), and the law of diminishing returns (payoffs to initiatives shrink over time). The best response is to break large businesses into smaller ones, reallocate resources to faster-growing areas, and continuously seek new differentiation. Second, strategies die when they are replicated by competitors or superseded by better strategies. Good strategies get supplanted when newcomers invent more efficient ways of meeting customer needs, like digital cameras making film obsolete or Wikipedia creating a free alternative to traditional encyclopedias. Third, success itself often plants the seeds of future failure through several dangerous tendencies: defensive thinking, inflexible business systems, fossilized mental models, intellectual laziness, and contentment and entitlement.

6장

Future-Proofing: Building Organizational Resilience

Most companies today aren't as adaptable as they'll need to be in the years ahead. While Google, Amazon, and Apple have shown an ability to morph their core business while inventing new ones, most companies are decades old, inherently conservative, and led by administrators rather than rebels. Six critical factors make a company adaptable: anticipation, intellectual flexibility, strategic variety, strategic flexibility, structural flexibility, and resilience-friendly values. Anticipation starts with facing inevitable changes rather than denying them. Companies often miss the future not because it was unknowable, but because it was disconcerting. Learning from the fringe is essential - as William Gibson noted, "The future has already happened, it's just unequally distributed." Companies must also rehearse alternate futures, thinking through their implications and developing contingency plans. Intellectual flexibility requires challenging deep-rooted assumptions - the biggest barrier to adaptation. Twenty years ago, everyone in the U.S. airline business believed you needed a diversified fleet and fortress hubs to be profitable - until Southwest Airlines proved otherwise. Companies must also invest in genetic diversity - despite diversity programs, most executive committees comprise long-serving veterans with similar experiences. Encouraging debate and dialectic thinking is equally important - it's usually the malcontents and rebels who first sense a business model's impending demise. Strategic variety means building a portfolio of new options - without exciting new options, managers inevitably choose more of the same. Google tests over 5,000 software changes annually and implements around 500. Companies must also build magnets for great ideas, casting their innovation nets widely. IBM's worldwide "Innovation Jams" engaged over 150,000 experts, vendors, employees, and clients in brainstorming sessions that generated 46,000 ideas. Finally, minimizing the cost of experimentation is crucial - you can't explore many options if each costs millions to test. Strategic flexibility requires disaggregating the organization - big things aren't nimble, which is why there are no 200-pound gymnasts. Gore & Associates limits business units to around 200 individuals, and Google's average team size is 4-7 people. Companies must also create real competition for resources - businesses fail when they over-invest in "what is" at the expense of "what could be." Multiplying the sources of funding for new initiatives is equally important - most companies suffer from a monopsony for new ideas, with only one place an employee can go for funding. Structural flexibility means avoiding irreversible commitments - major capital investments, multiyear contracts, specialized facilities, and high fixed costs are dangerous in an unpredictable world. Companies must actively invest in flexibility - Toyota's Global Body Line manufacturing system reduced the cost of building multiple vehicles on one assembly line by 70%. Finally, organizations must think in terms of competencies and platforms rather than specific products - if Apple had defined itself as a computer maker rather than a company bringing world-class design to digital devices, it would never have reinvented the music industry. Resilience-friendly values start with embracing a grand challenge - people only change when they must or when they want to. Organizations need to embed new management principles drawn from naturally adaptive systems like biological ecosystems, democracies, cities, and markets. Finally, they must honor Web-inspired values like community, transparency, freedom, meritocracy, openness, and collaboration.

들리는 모든 단어를 눈으로 확인하세요

지금 무엇이 주류인가 요약의 각 단어가 오디오에 맞춰 실시간으로 강조되어 편하게 따라 읽을 수 있습니다.

7장

Passion: The Missing Ingredient in Modern Organizations

In today's creative economy, success depends on a company's ability to unleash employee initiative, imagination, and passion at all levels. Yet the Global Workforce Survey by Towers Perrin revealed only 21% of employees are truly engaged in their work, with nearly 40% mostly or entirely disengaged. The challenge becomes clear when examining the hierarchy of human capabilities at work. At the bottom is obedience - employees who follow rules. Next comes diligence - those who work hard and take responsibility. Then intellect - those with world-class skills. But these three capabilities are becoming global commodities, available cheaply worldwide. What truly creates value today are the higher-order capabilities: initiative (employees who act without being told), creativity (those who challenge conventional wisdom), and passion (those who see work as a calling). The problem? These higher capabilities are gifts that cannot be commanded. Individuals choose whether to bring these gifts to work each day, and most choose not to. Throughout history, managers have focused on ensuring employees serve organizational goals. Now we must reverse this thinking: how do we build organizations that deserve employees' extraordinary gifts? When surveyed, 86% of employees actually liked their jobs, yet remained disengaged because of management issues: lack of growth opportunities, absence of meaningful mission, and leadership behaviors that undermined trust. Only 38% believed senior management cared about employee well-being, and less than half felt management decisions aligned with company values. The conclusion is stark: if employees aren't enthusiastic, it's not because work sucks - it's because management blows.

8장

Communities of Passion: Unleashing Human Potential

In most organizations, frontline employees are constrained by rules that limit their autonomy. Yet to create adaptable, innovative organizations, people need freedom to challenge precedent, experiment, and follow their passions. Control typically works like a ratchet - managers create rules but rarely abolish them, causing organizations to become increasingly rigid over time. The Bank of New Zealand demonstrates how empowerment can work even in a 148-year-old institution. When General Manager Chris Bayliss noticed customers waiting outside a branch that opened late due to staff training, he spontaneously gave the store manager freedom to set her own hours. This mini-revolution spread across BNZ's 180 stores, with 95% altering their hours within six months to better serve local customers. Head office staff initially resisted, raising concerns about union reactions, customer satisfaction, security protocols, IT maintenance, and brand consistency. However, with sensible guardrails - like requiring team consensus on schedule changes and maintaining security policies - the experiment thrived. Store managers even initiated creative ideas like a "trailer bank" on the beach during New Year's Day. BNZ maintains discipline while granting autonomy through smart incentives and radical transparency. Store managers receive performance-based bonuses, including 10% of profits exceeding targets. More importantly, BNZ provides detailed financial data - daily P&L statements broken down by product and service - unlike most banks that give branch managers only synthetic accounts. With real financial visibility and accountability, managers think carefully about decisions, knowing they'll impact their store's performance. As one executive notes, "If you get head office out of the way and give people accurate data about their performance, they quickly figure out what's a good decision and what's not!" The pioneers of modern management would be astonished that their 19th-century inventions still form the foundation of 21st-century management systems. This transition from an agrarian society to industrial powerhouse required an epic resocialization of the workforce - transforming independent farmers and artisans into rule-following employees. A century later, we're on the verge of another management revolution driven by three forces: a less forgiving business environment demanding innovation over optimization, web-based collaboration tools offering alternatives to hierarchy, and Generation Facebook bringing new workplace expectations. Digital natives view the Web as their operating system - the ubiquitous means by which they learn, play, share and connect. They'll expect work environments reflecting the social context of the Web rather than mid-twentieth-century bureaucracy. The social Web's key characteristics contrast sharply with traditional management: ideas compete equally regardless of source; contribution matters more than credentials; hierarchies build bottom-up; leaders serve rather than preside; tasks are chosen not assigned; groups self-organize; resources get attracted not allocated; power comes from sharing; mediocrity gets exposed; and intrinsic rewards matter most.

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9장

Reinventing Management: The Morning Star Revolution

W.L. Gore & Associates stands as a remarkable exception to conventional organizational design. Despite making over 1,000 products with 9,000 associates across 50 global locations, Gore operates with no titles, no bosses, and no formal hierarchy - a model that has produced innovation and profitability for more than 50 years without ever posting a loss. Founded in 1958 by Bill Gore, who left Du Pont wanting to build a company that felt entirely like a skunk works, Gore functions as a lattice or network rather than a hierarchy. Decisions don't travel up and down; associates go directly to anyone in the organization to get what they need. The company resists titles, believing they box people in and create false authority. Associates, who are all owners, self-commit to their work rather than being assigned tasks by bosses. Perhaps most radical is how leadership emerges: leaders gain authority only by attracting followers. As CEO Terri Kelly explains, "If you call a meeting and no one shows up, you're probably not a leader." This peer-driven leadership selection process identified Kelly herself in 2005. Leaders understand their power comes from their peers and can easily evaporate if they don't meet expectations and uphold company values. Morning Star, the world's largest tomato processor handling 25-30% of all U.S. processed tomatoes, provides another revolutionary example. This complex, capital-intensive business with 400 full-time employees generating over $700 million in annual revenue operates without traditional management hierarchy. Founded in 1970 as a trucking operation by Chris Rufer, the company has grown to operate three massive processing facilities that transform raw tomatoes into paste and diced products. What truly distinguishes Morning Star is its radical organizational philosophy of "self-management." According to the company's vision, all team members should be "self-managing professionals, initiating communications and the coordination of their activities with fellow colleagues, customers, suppliers and fellow industry participants, absent directives from others." This approach challenges conventional wisdom about how complex operations must be managed. Morning Star has developed a system where coordination happens without traditional hierarchical control through several key principles: they "Make the Mission Boss" - instead of supervisors, every employee creates a personal mission statement aligned with company goals; employees "Forge Their Own Agreements" through Colleague Letters of Understanding (CLOUs) that detail commitments between interdependent workers; they "Empower Everyone-Really!" by allowing any employee to make purchasing decisions or initiate hiring without management approval; they "Don't Force People into Slots" but let them develop roles based on skills and interests; and they encourage "Competition for Impact, Not Promotion" where advancement comes through adding value, not climbing a ladder. At Morning Star's core is a simple yet powerful idea: freedom. Chris Rufer believes people perform better when free to pursue their own path rather than being told what to do. But this freedom doesn't lead to chaos - it's channeled into effective coordination through clear targets and transparent data. Every employee's CLOU contains "stepping-stone" metrics to track success in meeting colleagues' needs. Detailed financial accounts for each business unit are published twice monthly and available to everyone.

10장

Management Moonshots: Reimagining Organizations for the Future

As managers, we're too easily satisfied with organizational dysfunction. We aren't sufficiently outraged by politicking, squandered creativity, cynicism, and executive egomania to commit ourselves to creating something better. We lack imagination about what truly human-centered organizations might look like. Just as the National Academy of Engineering identified pressing challenges for engineers, management needs its own moonshots. A gathering of 36 management experts defined 25 management moonshots grouped into six themes: First, ensuring management serves a higher purpose. Maximizing shareholder wealth is an inadequate goal that fails to mobilize employee energies or defend corporate legitimacy. Tomorrow's management must focus on socially significant and noble goals that inspire deeper commitment. Second, embedding the ethos of community and citizenship. In an interdependent world, collaborative systems will outperform adversarial ones. Traditional governance structures must evolve to explicitly encompass community and citizenship principles. Third, humanizing the language and practice of business. Business goals typically described with terms like efficiency, advantage, and differentiation lack the power to fully engage human hearts. Organizations must infuse commercial activities with deeper, soul-stirring ideals like honor, truth, love, justice, and beauty. Fourth, unleashing capabilities by increasing trust and reducing fear. Traditional management systems often reflect deep mistrust of employee commitment and competence. Organizational resilience depends on high-trust, low-fear cultures where risk-taking is encouraged and contentious opinions freely expressed. Fifth, reinventing the means of control. Traditional control systems ensure compliance at the expense of creativity and engagement. Future control systems must rely more on peer review than top-down monitoring, leveraging shared values while loosening rules. Sixth, inspiring leaps of imagination. Despite knowing how to foster creativity, few companies have integrated these practices into their management systems. Future management must recognize creativity is widely distributed and needs systematic nurturing. The goal of these moonshots is to overcome the limitations of current management practices without losing their benefits. We need organizations that are more adaptable, innovative, and inspiring, yet remain efficient, disciplined, and performance-oriented. This requires distinguishing ends from means, finding less bureaucratic ways to achieve critical business goals. Unlike early management pioneers who worked against human nature to create obedient employees, our challenge is to make organizations more human - working with our natural tendencies rather than against them. The future belongs to organizations that can harness the full spectrum of human capabilities, from discipline and diligence to passion and creativity, creating institutions worthy of the human spirit.

★★★★★

지금 무엇이 주류인가 요약 완독을 축하합니다

“23일째 매일 사용하고 있어요. 이제 제 일상의 한 부분이 되었습니다.”

jayallen

지금 무엇이 주류인가 요약의 핵심 주제

organizational resilience
moral capitalism
institutional innovation
human-centric management
ethical stewardship

지금 무엇이 주류인가 요약의 명문장

Innovation literally rescued humanity from privation.
What limits innovation isn't lack of resources or creativity but pro-innovation processes.
Apple people hate being derivative.
Innovation isn't a strategy or department - it's the basic material in everything they do.

지금 무엇이 주류인가 요약의 등장인물

Gary HamelAuthor and influential business thinker
RooseveltHistorical figure cited regarding social values

저자 소개

*지금 중요한 것(What Matters Now)*의 저자인 게리 해멀(Gary Hamel)은 세계적으로 저명한 경영 전략가이자 조직 혁신의 선구적인 사상가입니다.

30년 이상 런던 비즈니스 스쿨의 객원 교수로 재직 중인 해멀의 연구는 현대 시대에 맞는 경영 관행의 재정의에 초점을 맞추고 있으며, 기업의 회복탄력성, 기업가적 민첩성, 관료주의적 비효율성 타파와 같은 주제를 강조합니다. 아마존 올해의 최고의 비즈니스서로 선정된 그의 베스트셀러 경영의 미래(The Future of Management) (2007)는 전통적인 비즈니스 패러다임에 도전하는 그의 명성을 확고히 했습니다.

해멀은 *하버드 비즈니스 리뷰(Harvard Business Review)*에 17편의 영향력 있는 기사를 기고하여 해당 매체에서 가장 많이 인용된 기고자가 되었으며, "핵심 역량" 및 "전략적 의도"와 같은 획기적인 개념을 소개한 고전 *미래를 위한 경쟁(Competing for the Future)*을 공동 집필했습니다.

포춘 500대 기업의 신뢰받는 고문이자 세계 경제 포럼의 연사인 해멀의 아이디어는 마이크로소프트, 쉘, 프록터 앤 갬블(P&G)과 같은 기업의 리더십 전략을 형성해 왔습니다. 그의 저서들은 25개 이상의 언어로 번역되었으며, *이코노미스트(The Economist)*는 그를 "세계 최고의 전략 구루"라고 칭송합니다.

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Competing for the Future

Gary Hamel

Humanocracy

Gary Hamel & Michele Zanini

Why Managers Matter

Nicolai J. Foss & Peter G. Klein

Everybody Matters

Bob Chapman & Raj Sisodia

Do What Matters Most

Rob Shallenberger & Steve Shallenberger

A New Way to Think

Roger L. Martin

Under New Management

David Burkus

지금 무엇이 주류인가 요약에 관한 자주 묻는 질문

이 학습 계획의 일부

학습 계획

Analyze Taylorism & Fordism's impact on work

5 h 8 m•4 에피소드

더 알아보기

학습 계획

Power, Virtue, and the Corporate Game

In modern organizations, formal titles rarely tell the whole story of how decisions are made. This plan is essential for rising leaders who need to master the art of institutional survival without compromising their personal character.

1 h 30 m•3 섹션

학습 계획

The Maverick's Guide to High-Stakes Influence

In modern organizations, merit alone isn't enough to move the needle on bold ideas. This guide is designed for ambitious leaders and intrapreneurs who need to navigate political minefields and master the art of psychological persuasion to achieve results.

1 h 12 m•3 섹션

학습 계획

The Manager’s Survival Guide

In today's volatile work environment, managers face the dual challenge of driving results while protecting team well-being. This guide is essential for new and experienced leaders navigating layoffs, burnout, and the rapid rise of AI. It provides the tactical tools needed to restore trust and maintain high performance under pressure.

2 h 30 m•5 섹션

학습 계획

The Ethical Soul of Innovation

In an era of rapid technological disruption, aligning innovation with human values is a business imperative. This plan is designed for leaders and developers who want to integrate ethical governance and humane AI practices into their organizational DNA.

1 h 30 m•3 섹션

학습 계획

The High-Performance Manager's Playbook

This playbook is essential for new and mid-level managers struggling to balance execution with strategic leadership. It provides the tactical tools needed to shift from doing the work to driving results through others and protecting deep work.

2 h•4 섹션

학습 계획

Ethics in the Arena

This plan is essential for leaders and professionals navigating high-pressure environments where moral clarity is often obscured by bias or stress. It is ideal for anyone looking to bridge the gap between abstract philosophy and practical, resilient decision-making in the workplace.

1 h 36 m•4 섹션

학습 계획

Machiavelli for Modern Leaders

This plan is essential for leaders navigating volatile environments where traditional idealism often fails. It provides a pragmatic toolkit for executives and managers who need to master power dynamics, strategic agility, and reputation management to ensure institutional longevity.

2 h•4 섹션

학습 계획

The Conqueror’s Code: Strategic Leadership

In an era of constant disruption, traditional management is no longer enough to sustain growth. This plan is designed for aspiring executives and entrepreneurs who need to blend bold vision with tactical agility and robust governance to build lasting organizations.

1 h 30 m•3 섹션

컬럼비아 대학교 동문들이 제작 | 샌프란시스코에서 개발

BeFreed는 호기심 넘치는 글로벌 커뮤니티를 하나로 연결합니다

4.7

평균 평점

앱 평가 7.84천 개 이상

BeFreed 커뮤니티

정말이지 아직 앱을 다 써 보지도 않았는데, 며칠 써 본 것만으로도 깊은 인상을 받았어요… BeFreed는 제가 써 본 어떤 학습 앱과도 차원이 달라요. 몰입감이 엄청나고 집중력도 실제로 좋아져서, 스마트폰을 하염없이 스크롤하는 분들께 딱이에요!

@ladyInfinity

정확히 23일 전에 BeFreed를 구입했는데, 그날부터 하루도 빠짐없이 쓰고 있어요. 제 일상 업무 흐름과 학습 습관에 완전히 자리 잡았어요.

@jayallen

솔직히 이 앱은 제 기대를 전부 뛰어넘었어요. 어떤 주제든 오디오로 만들어 달라고 할 수 있고, 결과물이 놀라워요. 제 전문 분야는 심리치료 쪽이고 여러 학문이 얽혀 있는데도 답변이 아주 정확해요.

@Raguipa

제일 고마운 건 스크롤하는 시간이 확 줄었다는 거예요. 검색하는 시간은 줄고 흡수하는 시간은 늘었어요. 오디오북 전권, 팟캐스트, 학습 플랜의 조합이 정말 훌륭해요.

@colonyofcreatorsNGO

저는 24년째 PhotoReading 속진 학습 강사로 일하고 있어요… 책과 독서, 배움이 제 전문인데, BeFreed는 정보를 소화하기 쉽게 전달하는 혁신적인 방식을 정말 잘 구현했어요.

@BeFreed user

단순한 책 요약 앱이 아니에요. '재미' 스타일을 써 봤는데, 전통적인 방식보다 훨씬 나은 요약이고 아이디어를 이해하기도 쉬워요. 이것만으로도 값어치를 해요.

@austinakon

이 앱이 정말 좋아요. 며칠 써 봤는데 듣는 걸 멈출 수가 없어요. 시작하기에 이보다 좋을 수 없어요.

@jcrules328

정말 마음에 들어요. 한 달 정도 써 봤는데 숨은 보석을 찾은 기분이에요. BeFreed로 제가 원하는 주제를 직접 만들 수 있어서 좋고, 목소리도 훌륭한 데다 내레이션 선택지가 무궁무진해요.

@DanielCZ

정말이지 아직 앱을 다 써 보지도 않았는데, 며칠 써 본 것만으로도 깊은 인상을 받았어요… BeFreed는 제가 써 본 어떤 학습 앱과도 차원이 달라요. 몰입감이 엄청나고 집중력도 실제로 좋아져서, 스마트폰을 하염없이 스크롤하는 분들께 딱이에요!

@ladyInfinity

정확히 23일 전에 BeFreed를 구입했는데, 그날부터 하루도 빠짐없이 쓰고 있어요. 제 일상 업무 흐름과 학습 습관에 완전히 자리 잡았어요.

@jayallen

솔직히 이 앱은 제 기대를 전부 뛰어넘었어요. 어떤 주제든 오디오로 만들어 달라고 할 수 있고, 결과물이 놀라워요. 제 전문 분야는 심리치료 쪽이고 여러 학문이 얽혀 있는데도 답변이 아주 정확해요.

@Raguipa

제일 고마운 건 스크롤하는 시간이 확 줄었다는 거예요. 검색하는 시간은 줄고 흡수하는 시간은 늘었어요. 오디오북 전권, 팟캐스트, 학습 플랜의 조합이 정말 훌륭해요.

@colonyofcreatorsNGO

저는 24년째 PhotoReading 속진 학습 강사로 일하고 있어요… 책과 독서, 배움이 제 전문인데, BeFreed는 정보를 소화하기 쉽게 전달하는 혁신적인 방식을 정말 잘 구현했어요.

@BeFreed user

단순한 책 요약 앱이 아니에요. '재미' 스타일을 써 봤는데, 전통적인 방식보다 훨씬 나은 요약이고 아이디어를 이해하기도 쉬워요. 이것만으로도 값어치를 해요.

@austinakon

이 앱이 정말 좋아요. 며칠 써 봤는데 듣는 걸 멈출 수가 없어요. 시작하기에 이보다 좋을 수 없어요.

@jcrules328

정말 마음에 들어요. 한 달 정도 써 봤는데 숨은 보석을 찾은 기분이에요. BeFreed로 제가 원하는 주제를 직접 만들 수 있어서 좋고, 목소리도 훌륭한 데다 내레이션 선택지가 무궁무진해요.

@DanielCZ

유용한 정보와 아이디어를 8~15분짜리 팟캐스트 스타일 오디오로 압축해서 들을 수 있다는 게 정말 좋아요. 원래 팟캐스트는 군더더기가 많아서 안 좋아했는데, 여기는 그걸 싹 걷어냈어요.

@BeFreed user

박사 과정을 마무리하는 중이라 낯선 자료를 많이 읽어야 해요… BeFreed에서는 프롬프트만 입력하면 앱이 자료를 찾아서 오디오 팟캐스트로 만들어 줘요. BeFreed의 과정이 NotebookLM보다 더 매끄럽게 느껴져요.

@Brad

아침을 준비하거나 산책하거나 출퇴근할 때 들을 것을 YouTube에서 자주 찾곤 했는데, BeFreed는 광고도 군더더기도 없이 훨씬 더 딱 맞는 걸 들려줘요!

@BeFreed user

이 플랫폼의 가장 큰 장점은 활용도예요. 다루지 못하는 주제가 말 그대로 하나도 없어요. 무엇을 던져도 다 소화해요… 제한이 전혀 없으면서 약속을 실제로 지키는 학습 도구는 정말 드물어요.

@jayallen

BeFreed는 환상적이에요. 디자인이 편해서 헤매는 시간은 줄고 배우는 시간은 늘었어요. 오디오북, 팟캐스트, 학습 플랜의 조합은 천재적이에요. 제 하루가 완전히 달라졌어요.

@BeFreed user

처음엔 이탈리아어로 팟캐스트를 만드는 방법을 이해하는 데 시간이 좀 걸렸는데, 알고 나니까 — 와! 정말 대단해요! 어떤 주제든 설명해 달라고 하면 정말 똑똑하게 잘 설명해 줘요!

@matteo77

BeFreed는 제가 매일 쓰는 오디오북 앱이 됐어요… 제일 마음에 드는 건 텍스트를 넣으면 이동 중에도 들을 수 있는 오디오로 만들어 준다는 점이에요.

@kotanzu1

유용한 정보와 아이디어를 8~15분짜리 팟캐스트 스타일 오디오로 압축해서 들을 수 있다는 게 정말 좋아요. 원래 팟캐스트는 군더더기가 많아서 안 좋아했는데, 여기는 그걸 싹 걷어냈어요.

@BeFreed user

박사 과정을 마무리하는 중이라 낯선 자료를 많이 읽어야 해요… BeFreed에서는 프롬프트만 입력하면 앱이 자료를 찾아서 오디오 팟캐스트로 만들어 줘요. BeFreed의 과정이 NotebookLM보다 더 매끄럽게 느껴져요.

@Brad

아침을 준비하거나 산책하거나 출퇴근할 때 들을 것을 YouTube에서 자주 찾곤 했는데, BeFreed는 광고도 군더더기도 없이 훨씬 더 딱 맞는 걸 들려줘요!

@BeFreed user

이 플랫폼의 가장 큰 장점은 활용도예요. 다루지 못하는 주제가 말 그대로 하나도 없어요. 무엇을 던져도 다 소화해요… 제한이 전혀 없으면서 약속을 실제로 지키는 학습 도구는 정말 드물어요.

@jayallen

BeFreed는 환상적이에요. 디자인이 편해서 헤매는 시간은 줄고 배우는 시간은 늘었어요. 오디오북, 팟캐스트, 학습 플랜의 조합은 천재적이에요. 제 하루가 완전히 달라졌어요.

@BeFreed user

처음엔 이탈리아어로 팟캐스트를 만드는 방법을 이해하는 데 시간이 좀 걸렸는데, 알고 나니까 — 와! 정말 대단해요! 어떤 주제든 설명해 달라고 하면 정말 똑똑하게 잘 설명해 줘요!

@matteo77

BeFreed는 제가 매일 쓰는 오디오북 앱이 됐어요… 제일 마음에 드는 건 텍스트를 넣으면 이동 중에도 들을 수 있는 오디오로 만들어 준다는 점이에요.

@kotanzu1

웹에서 BeFreed가 어떻게 논의되고 있는지 더 보기

지금 바로 학습 여정을 시작하세요

6장

지금 무엇이 주류인가 요약

지금 무엇이 주류인가 요약 개요

다양한 학습 방식으로 지금 무엇이 주류인가 요약 살펴보기

The Business Revolution We Need Now

Values: The Bedrock of Sustainable Success

들리는 모든 단어를 눈으로 확인하세요

Innovation: The Lifeblood of Organizational Vitality

Apple's Secret: Embedding Innovation in Corporate DNA

지금 무엇이 주류인가 요약에서 더 많은 것을 얻으세요

Adaptability: The New Competitive Advantage

Future-Proofing: Building Organizational Resilience

들리는 모든 단어를 눈으로 확인하세요

Passion: The Missing Ingredient in Modern Organizations

Communities of Passion: Unleashing Human Potential

지금 무엇이 주류인가 요약에서 더 많은 것을 얻으세요

Reinventing Management: The Morning Star Revolution

Management Moonshots: Reimagining Organizations for the Future

지금 무엇이 주류인가 요약 완독을 축하합니다

지금 무엇이 주류인가 요약의 핵심 주제

지금 무엇이 주류인가 요약의 명문장

지금 무엇이 주류인가 요약의 등장인물

저자 소개

지금 무엇이 주류인가 요약 다운로드

다른 사용자들도 좋아한 책

지금 무엇이 주류인가 요약에 관한 자주 묻는 질문

What is What Matters Now by Gary Hamel about?

Who should read What Matters Now?

Is What Matters Now worth reading?

What are the key concepts in What Matters Now?

이 학습 계획의 일부

Analyze Taylorism & Fordism's impact on work

더 알아보기

BeFreed는 호기심 넘치는 글로벌 커뮤니티를 하나로 연결합니다

다양한 학습 방식으로 지금 무엇이 주류인가 요약 살펴보기

The Business Revolution We Need Now

Values: The Bedrock of Sustainable Success

들리는 모든 단어를 눈으로 확인하세요

Innovation: The Lifeblood of Organizational Vitality

Apple's Secret: Embedding Innovation in Corporate DNA

지금 무엇이 주류인가 요약에서 더 많은 것을 얻으세요

Adaptability: The New Competitive Advantage

Future-Proofing: Building Organizational Resilience

들리는 모든 단어를 눈으로 확인하세요

Passion: The Missing Ingredient in Modern Organizations

Communities of Passion: Unleashing Human Potential

지금 무엇이 주류인가 요약에서 더 많은 것을 얻으세요

Reinventing Management: The Morning Star Revolution

Management Moonshots: Reimagining Organizations for the Future

지금 무엇이 주류인가 요약 완독을 축하합니다

다른 사용자들도 좋아한 책

이 학습 계획의 일부

Analyze Taylorism & Fordism's impact on work

더 알아보기