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In a world of commoditized knowledge, the returns go to the companies who can produce non-standard knowledge.

Gary Hamel

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Gary Hamel
Age: 70
Born: 1954
Born: January 1
Businessman
Businessperson
Economist
Knowledge
World
Returns
Standard
Companies
Standards
Produce
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More quotes by Gary Hamel

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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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Competition for the future is competition to create and dominate emerging opportunities-to stake out new competitive space. Creating the future is more challenging than playing catch up, in that you have to create your own roadmap.
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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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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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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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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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An enterprise that is constantly exploring new horizons is likely to have a competitive advantage in attracting and retaining talent.
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We've reached the end of incrementalism. Only those companies that are capable of creating industry revolutions will prosper in the new economy.
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You can't use an old map to see a new land.
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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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Any company that cannot imagine the future won't be around to enjoy it.
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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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A noble purpose inspires sacrifice, stimulates innovation and encourages perseverance.
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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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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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Perseverance may be just as important as speed in the battle for the future.
Gary Hamel
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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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There are as many foolhardy ways to grow as there are to downsize.
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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.
Gary Hamel
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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
Gary Hamel