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Trust is not simply a matter of truthfulness, or even constancy. It is also a matter of amity and goodwill. We trust those who have our best interests at heart, and mistrust those who seem deaf to our concerns.
Gary Hamel
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Gary Hamel
Age: 70
Born: 1954
Born: January 1
Businessman
Businessperson
Economist
Heart
Trust
Constancy
Simply
Mistrust
Interest
Goodwill
Also
Deaf
Seems
Concerns
Best
Interests
Amity
Matter
Concern
Deafness
Even
Seem
Truthfulness
More quotes by Gary Hamel
An uplifting sense of purpose is more than an impetus for individual accomplishment, it is also a necessary insurance policy against expediency and impropriety.
Gary Hamel
We've reached the end of incrementalism. Only those companies that are capable of creating industry revolutions will prosper in the new economy.
Gary Hamel
There's a simple, but oft-neglected lesson here: to sustain success, you have to be willing to abandon things that are no longer successful.
Gary Hamel
At the heart of every faith system is a bargain: on one side there is the comfort that comes from a narrative that suggests human life has cosmic significance, and on the other a duty to yield to moral commands that can, in the moment, seem rather inconvenient.
Gary Hamel
Power has long been regarded as morally corrosive, and we often suspect the intentions of those who seek it.
Gary Hamel
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.
Gary Hamel
Any company that cannot imagine the future won't be around to enjoy it.
Gary Hamel
Perseverance may be just as important as speed in the battle for the future.
Gary Hamel
I'm not one of those professors whose office is encased floor-to-ceiling with books. By the way, I think academics do this to intimidate their visitors.
Gary Hamel
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.25f
Gary Hamel
Organizational structures of today demand too much from a few, and not much at all from everyone else.
Gary Hamel
Strategy is, above all else, the search for above average returns.
Gary Hamel
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.
Gary Hamel
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.
Gary Hamel
An adaptable company is one that captures more than its fair share of new opportunities. It's always redefining its 'core business' in ways that open up new avenues for growth.
Gary Hamel
You can't build an adaptable organization without adaptable people - and individuals change only when they have to, or when they want to.
Gary Hamel
In a well-functioning democracy, citizens have the option of voting their political masters out of office. Not so in most companies.
Gary Hamel
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.
Gary Hamel
In the age of revolution you have to be able to imagine revolutionary alternatives to the status quo. If you can't, you'll be relegated to the swollen ranks of keyboard-pounding automatons.
Gary Hamel
I am an ardent supporter of capitalism - but I also understand that while individuals have inalienable, God-given rights, corporations do not.
Gary Hamel
