Quote

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.

Gary Hamel

Change background

T
T
T

Change font

TAGS & TOPICS

Gary Hamel
Age: 70
Born: 1954
Born: January 1
Businessman
Businessperson
Economist
Value
Finals
Ecosystems
Industry
Educational
Integrated
Share
Customers
Sits
Company
Product
Customer
Values
Solutions
Producing
Doesn
Matters
Relative
Horizontally
Matter
Products
Solution
Vertically
Much
Cost
Final
Ecosystem

More quotes by Gary Hamel

Image
There are as many foolhardy ways to grow as there are to downsize.
Gary Hamel
Image
This extraordinary arrogance that change must start at the top is a way of guaranteeing that change will not happen in most companies.
Gary Hamel
Image
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.
Gary Hamel
Image
Business leaders must find ways to infuse mundane business activities with deeper, soul-stirring ideals, such as honor, truth, love, justice, and beauty.
Gary Hamel
Image
In a well-functioning democracy, citizens have the option of voting their political masters out of office. Not so in most companies.
Gary Hamel
Image
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.
Gary Hamel
Image
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.
Gary Hamel
Image
Most of us do more than subsist. From the vantage point of our ancestors, we live lives of almost unimaginable ease. Here again, we have innovation to thank.
Gary Hamel
Image
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.
Gary Hamel
Image
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.
Gary Hamel
Image
Any company that cannot imagine the future won't be around to enjoy it.
Gary Hamel
Image
A noble purpose inspires sacrifice, stimulates innovation and encourages perseverance.
Gary Hamel
Image
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.
Gary Hamel
Image
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
Gary Hamel
Image
Your organization can start tweeting, but that wont change its DNA.
Gary Hamel
Image
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
Image
Perseverance may be just as important as speed in the battle for the future.
Gary Hamel
Image
In a world of commoditized knowledge, the returns go to the companies who can produce non-standard knowledge.
Gary Hamel
Image
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
Image
The real damper on employee engagement is the soggy, cold blanket of centralized authority. In most companies, power cascades downwards from the CEO. Not only are employees disenfranchised from most policy decisions, they lack even the power to rebel against egocentric and tyrannical supervisors.
Gary Hamel