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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.
Gary Hamel
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Gary Hamel
Age: 70
Born: 1954
Born: January 1
Businessman
Businessperson
Economist
Capitalism
Rights
Understand
Individual
Inalienable
Given
Ardent
Also
Supporter
Corporations
Individuals
More quotes by Gary Hamel
Truth be told, there are lots of companies that provide exemplary phone support. DirecTV, Virgin America and Apple are a few that regularly exceed my expectations.
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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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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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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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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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You can't use an old map to see a new land.
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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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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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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 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.
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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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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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A noble purpose inspires sacrifice, stimulates innovation and encourages perseverance.
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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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Strategy is, above all else, the search for above average returns.
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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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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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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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Any company that cannot imagine the future won't be around to enjoy it.
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