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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.
Gary Hamel
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Gary Hamel
Age: 70
Born: 1954
Born: January 1
Businessman
Businessperson
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Become
Bureaucracy
Reflexive
Centuries
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Highly
Hierarchies
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Religion
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More quotes by Gary Hamel
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.
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Most companies don't have the luxury of focusing exclusively on innovation. They have to innovate while stamping out zillions of widgets or processing billions of transactions.
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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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Discovery is the journey insight is the destination.
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Competition for the future is competition to create and dominate emerging opportunities-to stake out new competitive space. Creating the future is more challenging than playing catch up, in that you have to create your own roadmap.
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Your organization can start tweeting, but that wont change its DNA.
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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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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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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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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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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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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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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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Trust is not simply a matter of truthfulness, or even constancy. It is also a matter of amity and goodwill. We trust those who have our best interests at heart, and mistrust those who seem deaf to our concerns.
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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.
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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 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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Any company that cannot imagine the future won't be around to enjoy it.
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All too often, a successful new business model becomes the business model for companies not creative enough to invent their own.
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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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