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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
Source
Competitive
Going
Firm
Lots
Innovation
Rewards
Management
Vanguard
Endure
Firms
Advantage
Enduring

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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 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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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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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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Top-down authority structures turn employees into bootlickers, breed pointless struggles for political advantage, and discourage dissent.
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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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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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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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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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Are we changing as fast as the world around us?
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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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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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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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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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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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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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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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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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