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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.

Gary Hamel

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Gary Hamel
Age: 70
Born: 1954
Born: January 1
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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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Are we changing as fast as the world around us?
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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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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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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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Perseverance may be just as important as speed in the battle for the future.
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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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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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Great accomplishments start with great aspirations.
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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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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.
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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 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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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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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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Discovery is the journey insight is the destination.
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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 only thing that can be safely predicted is that sometime soon your organization will be challenged to change in ways for which it has no precedent.
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There is no way to create wealth without ideas. Most new ideas are created by newcomers. So anyone who thinks the world is safe for incumbents is dead wrong.
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