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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

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Gary Hamel
Age: 70
Born: 1954
Born: January 1
Businessman
Businessperson
Economist
Insurance
Accomplishment
Necessary
Policy
Impropriety
Purpose
Expediency
Individual
Impetus
Sense
Also
Uplifting

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Like a child star whose fame fades as the years advance, many once-innovative companies become less so as they mature.
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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.
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Influence is like water. Always flowing somewhere.
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You can't build an adaptable organization without adaptable people - and individuals change only when they have to, or when they want to.
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In a world of commoditized knowledge, the returns go to the companies who can produce non-standard knowledge.
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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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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 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.
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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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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.
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Business leaders must find ways to infuse mundane business activities with deeper, soul-stirring ideals, such as honor, truth, love, justice, and beauty.
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Remarkable contributions are typically spawned by a passionate commitment to transcendent values such as beauty, truth, wisdom, justice, charity, fidelity, joy, courage and honor.
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Great accomplishments start with great aspirations.
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Strategy is, above all else, the search for above average returns.
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You can't use an old map to see a new land.
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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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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.
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There are as many foolhardy ways to grow as there are to downsize.
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The opportunities for future growth are everywhere. Seeing the future has nothing to do with speculating about what might happen. Rather, you must understand the revolutionary potential of what is already happening.
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The single biggest reason companies fail is they overinvest in what is, as opposed to what might be.
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