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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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Gary Hamel
Age: 70
Born: 1954
Born: January 1
Businessman
Businessperson
Economist
Going
Firm
Lots
Innovation
Rewards
Management
Vanguard
Endure
Firms
Advantage
Enduring
Source
Competitive

More quotes by Gary Hamel

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One way of building private foresight out of public data is looking where others aren't ... if you want to see the future, go to an industry confab and get the list of what was talked about. Then ask, What did people never talk about? That's where you're going to find opportunity.
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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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Perseverance may be just as important as speed in the battle for the future.
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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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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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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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Power has long been regarded as morally corrosive, and we often suspect the intentions of those who seek 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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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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Strategy is, above all else, the search for above average returns.
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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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Your organization can start tweeting, but that wont change its DNA.
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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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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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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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Like a child star whose fame fades as the years advance, many once-innovative companies become less so as they mature.
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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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There's a simple, but oft-neglected lesson here: to sustain success, you have to be willing to abandon things that are no longer successful.
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