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An enterprise that is constantly exploring new horizons is likely to have a competitive advantage in attracting and retaining talent.

Gary Hamel

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Gary Hamel
Age: 70
Born: 1954
Born: January 1
Businessman
Businessperson
Economist
Enterprise
Likely
Constantly
Attracting
Advantage
Retaining
Talent
Horizons
Exploring
Competitive
Horizon

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Discovery is the journey insight is the destination.
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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.
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Top-down authority structures turn employees into bootlickers, breed pointless struggles for political advantage, and discourage dissent.
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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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Power has long been regarded as morally corrosive, and we often suspect the intentions of those who seek it.
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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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Management innovation is going to be the most enduring source of competitive advantage. There will be lots of rewards for firms in the vanguard.
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Out there in some garage is an entrepreneur who's forging a bullet with your company's name on it. You've got one option now - to shoot first. You've got to out innovate the innovators.
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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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You can't use an old map to see a new land.
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Influence is like water. Always flowing somewhere.
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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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Over the centuries, religion has become institutionalized, and in the process encrusted with elaborate hierarchies, top-heavy bureaucracies, highly specialized roles and reflexive routines.
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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.
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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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A noble purpose inspires sacrifice, stimulates innovation and encourages perseverance.
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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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From Gandhi to Mandela, from the American patriot to the Polish shipbuilders, the makers of revolutions have not come from the top.
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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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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.
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