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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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Power
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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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Your organization can start tweeting, but that wont change its DNA.
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Perseverance may be just as important as speed in the battle for the future.
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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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The single biggest reason companies fail is they overinvest in what is, as opposed to what might be.
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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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Power has long been regarded as morally corrosive, and we often suspect the intentions of those who seek it.
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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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As human beings, we are the only organisms that create for the sheer stupid pleasure of doing so. Whether it's laying out a garden, composing a new tune on the piano, writing a bit of poetry, manipulating a digital photo, redecorating a room, or inventing a new chili recipe - we are happiest when we are creating.
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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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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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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 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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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 world of commoditized knowledge, the returns go to the companies who can produce non-standard knowledge.
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There are as many foolhardy ways to grow as there are to downsize.
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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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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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