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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.

Gary Hamel

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Gary Hamel
Age: 70
Born: 1954
Born: January 1
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More quotes by Gary Hamel

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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.
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Great accomplishments start with great aspirations.
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Organizational structures of today demand too much from a few, and not much at all from everyone else.
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There are as many foolhardy ways to grow as there are to downsize.
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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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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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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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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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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
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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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Influence is like water. Always flowing somewhere.
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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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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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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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You can't use an old map to see a new land.
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Most of us understand that innovation is enormously important. It's the only insurance against irrelevance. It's the only guarantee of long-term customer loyalty. It's the only strategy for out-performing a dismal economy.
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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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