Gary Hamel
It's important to remember that innovators in business don't always get a platform.Collection: Important
There are as many foolhardy ways to grow as there are to downsize.Collection: Growth
Resilience is based on the ability to embrace the extremes -- while no becoming an extremist. ... **Most companies don't do paradox very well.** (emphasis by author) [2002] p.25fCollection: Resilience
Most companies don't have the luxury of focusing exclusively on innovation. They have to innovate while stamping out zillions of widgets or processing billions of transactions.Collection: Luxury
All too often, a successful new business model becomes the business model for companies not creative enough to invent their own.Collection: Successful
It doesn't matter much where your company sits in its industry ecosystem, nor how vertically or horizontally integrated it is - what matters is its relative 'share of customer value' in the final product or solution, and its cost of producing that value.Collection: Educational
Are we changing as fast as the world around us?Collection: World
Like a child star whose fame fades as the years advance, many once-innovative companies become less so as they mature.Collection: Stars
Strategy is, above all else, the search for above average returns.Collection: Average
As human beings, we are the genetic elite, the sentient, contemplating and innovating sum of countless genetic accidents and transcription errors.Collection: Errors
Most of us understand that innovation is enormously important. It's the only insurance against irrelevance. It's the only guarantee of long-term customer loyalty. It's the only strategy for out-performing a dismal economy.Collection: Loyalty
What matters in the new economy is not return on investment, but return on imaginationCollection: What Matters
We like to believe we can break strategy down to Five Forces or Seven Ss. But you can't. Strategy is extraordinarily emotional and demanding.Collection: Believe
Our biggest challenge is how to create a self-renewing company.Collection: Self
To be embraced, a change effort must be socially constructed in a process that gives everyone the right to set priorities, diagnose barriers, and generate options.Collection: Giving
Whatever you shoot is dead for a while before it starts to stink. The same goes for strategies. How many organizations carry this dead thing around with them, unaware of its irrelevancy until it is too late?Collection: Organization
Any company that cannot imagine the future won't be around to enjoy it.Collection: Goal
people are all there is to an organizationCollection: Organization
The real damper on employee engagement is the soggy, cold blanket of centralized authority. In most companies, power cascades downwards from the CEO. Not only are employees disenfranchised from most policy decisions, they lack even the power to rebel against egocentric and tyrannical supervisors.Collection: Real
When a politician bends the truth or a CEO breaks a promise, trust takes a beating.Collection: Promise
Alan Kay's famous aphorism is that perspective is worth 80 IQ points. An innovative insight is not the product of an individual's brilliance. It's not as if innovators' heads are wired in different ways. Innovation typically comes from looking at the world through a slightly different lens.Collection: Perspective
An uplifting sense of purpose is more than an impetus for individual accomplishment, it is also a necessary insurance policy against expediency and impropriety.Collection: Uplifting
The problem is not one of prediction. It is one of imagination.Collection: Imagination
In most companies, the formal hierarchy is a matter of public record - it's easy to discover who's in charge of what. By contrast, natural leaders don't appear on any organization chart.Collection: Organization
We live in a moment that is pregnant with possibility.Collection: Opportunity
I'm a capitalist by conviction and profession. I believe the best economic system is one that rewards entrepreneurship and risk-taking, maximizes customer choice, uses markets to allocate scarce resources and minimizes the regulatory burden on business.Collection: Believe
One way of building private foresight out of public data is looking where others aren't ... if you want to see the future, go to an industry confab and get the list of what was talked about. Then ask, "What did people never talk about?" That's where you're going to find opportunity.Collection: Opportunity
In a world of commoditized knowledge, the returns go to the companies who can produce non-standard knowledge.Collection: World
We've reached the end of incrementalism. Only those companies that are capable of creating industry revolutions will prosper in the new economy.Collection: Creating
Management innovation is going to be the most enduring source of competitive advantage. There will be lots of rewards for firms in the vanguard.Collection: Innovation
Top-down authority structures turn employees into bootlickers, breed pointless struggles for political advantage, and discourage dissent.Collection: Struggle
A titled leader relies heavily on positional power to get things done; a natural leader is able to mobilize others without the whip of formal authority.Collection: Leader
If customer ignorance is a profit centre for you, you're in trouble.Collection: Ignorance
Somewhere out there is a bullet with your company's name on it. Somewhere out there is a competitor, unborn and unknown, that will render your strategy obsolete. You can't dodge the bullet – you're going to have to shoot first. You're going to have to out-innovate the innovators.Collection: Names
The biggest barriers to strategic renewal are almost always top management's unexamined beliefs.Collection: Top Management
The value of your network is the square of the number of people in it.Collection: Squares
Influence is like water. Always flowing somewhere.Collection: Water
Business leaders must find ways to infuse mundane business activities with deeper, soul-stirring ideals, such as honor, truth, love, justice, and beauty.Collection: Justice
An enterprise that is constantly exploring new horizons is likely to have a competitive advantage in attracting and retaining talent.Collection: New Horizons
There is no way to create wealth without ideas. Most new ideas are created by newcomers. So anyone who thinks the world is safe for incumbents is dead wrong.Collection: Thinking
Competition for the future is competition to create and dominate emerging opportunities-to stake out new competitive space. Creating the future is more challenging than playing catch up, in that you have to create your own roadmap.Collection: Opportunity
What's true for churches is true for other institutions: the older and more organized they get, the less adaptable they become. That's why the most resilient things in our world - biological life, stock markets, the Internet - are loosely organized.Collection: Our World
The only thing that can be safely predicted is that sometime soon your organization will be challenged to change in ways for which it has no precedent.Collection: Organization
In an increasingly non-linear economy, incremental change is not enough-you have to build a capacity for strategy innovation, one that increases your ability to recognize new opportunities.Collection: Opportunity
In the age of revolution it is not knowledge that produces new wealth, but insight - insight into opportunities for discontinuous innovation. Discovery is the journey; insight is the destination. You must become your own seer.Collection: Opportunity
Win small, win early, win often.Collection: Winning
Perseverance may be just as important as speed in the battle for the future.Collection: Perseverance
Organizational structures of today demand too much from a few, and not much at all from everyone else.Collection: Demand
Your organization can start tweeting, but that wont change its DNA.Collection: Dna