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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
Exploring
Competitive
Horizon
Enterprise
Likely
Constantly
Attracting
Advantage
Retaining
Talent
Horizons

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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 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.
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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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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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In an ideal world, an individual's institutional power would be correlated perfectly with his or her value-add. In practice, this is seldom the case.
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Discovery is the journey insight is the destination.
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You can't use an old map to see a new land.
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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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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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In a world of commoditized knowledge, the returns go to the companies who can produce non-standard knowledge.
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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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A noble purpose inspires sacrifice, stimulates innovation and encourages perseverance.
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Great accomplishments start with great aspirations.
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Your organization can start tweeting, but that wont change its DNA.
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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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An uplifting sense of purpose is more than an impetus for individual accomplishment, it is also a necessary insurance policy against expediency and impropriety.
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In a well-functioning democracy, citizens have the option of voting their political masters out of office. Not so in most companies.
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