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Top-down authority structures turn employees into bootlickers, breed pointless struggles for political advantage, and discourage dissent.

Gary Hamel

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Gary Hamel
Age: 70
Born: 1954
Born: January 1
Businessman
Businessperson
Economist
Authority
Dissent
Turn
Structures
Struggle
Pointless
Turns
Struggles
Political
Employees
Employee
Discourage
Structure
Breed
Advantage
Discouraging

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There are as many foolhardy ways to grow as there are to downsize.
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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.
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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.
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I am an ardent supporter of capitalism - but I also understand that while individuals have inalienable, God-given rights, corporations do not.
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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.
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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.
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Organizational structures of today demand too much from a few, and not much at all from everyone else.
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This extraordinary arrogance that change must start at the top is a way of guaranteeing that change will not happen in most companies.
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Strategy is, above all else, the search for above average returns.
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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
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Innovation is the fuel for growth. When a company runs out of innovation, it runs out of growth.
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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.
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All too often, a successful new business model becomes the business model for companies not creative enough to invent their own.
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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.
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