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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
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Religion
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More quotes by Gary Hamel
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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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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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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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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The single biggest reason companies fail is they overinvest in what is, as opposed to what might be.
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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.
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Discovery is the journey insight is the destination.
Gary Hamel
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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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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Truth be told, there are lots of companies that provide exemplary phone support. DirecTV, Virgin America and Apple are a few that regularly exceed my expectations.
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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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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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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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Organizational structures of today demand too much from a few, and not much at all from everyone else.
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Any company that cannot imagine the future won't be around to enjoy it.
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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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An enterprise that is constantly exploring new horizons is likely to have a competitive advantage in attracting and retaining talent.
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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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Innovation is the fuel for growth. When a company runs out of innovation, it runs out of growth.
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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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