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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: 71
Born: 1954
Born: January 1
Businessman
Businessperson
Economist
World
Returns
Standard
Companies
Standards
Produce
Return
Company
Knowledge

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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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Building human-centered organizations doesn't imply a return to the paternalistic, corporate welfare practices of the 19th century. Most of us don't want to be nannied.
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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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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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I'm not one of those professors whose office is encased floor-to-ceiling with books. By the way, I think academics do this to intimidate their visitors.
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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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You can't use an old map to see a new land.
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Taking risks, breaking the rules, and being a maverick have always been important but today they are more crucial than ever.
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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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Top-down authority structures turn employees into bootlickers, breed pointless struggles for political advantage, and discourage dissent.
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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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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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Great accomplishments start with great aspirations.
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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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Your organization can start tweeting, but that wont change its DNA.
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Influence is like water. Always flowing somewhere.
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Any company that cannot imagine the future won't be around to enjoy it.
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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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Perseverance may be just as important as speed in the battle for the future.
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Most companies don't have the luxury of focusing exclusively on innovation. They have to innovate while stamping out zillions of widgets or processing billions of transactions.
Gary Hamel