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Like a child star whose fame fades as the years advance, many once-innovative companies become less so as they mature.

Gary Hamel

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Gary Hamel
Age: 70
Born: 1954
Born: January 1
Businessman
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Economist
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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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Strategy is, above all else, the search for above average returns.
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Discovery is the journey insight is the destination.
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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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In a world of commoditized knowledge, the returns go to the companies who can produce non-standard knowledge.
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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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At the heart of every faith system is a bargain: on one side there is the comfort that comes from a narrative that suggests human life has cosmic significance, and on the other a duty to yield to moral commands that can, in the moment, seem rather inconvenient.
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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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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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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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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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