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The single biggest reason companies fail is they overinvest in what is, as opposed to what might be.

Gary Hamel

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Gary Hamel
Age: 70
Born: 1954
Born: January 1
Businessman
Businessperson
Economist
Company
Change
Opposed
Reason
Companies
Might
Innovation
Fail
Biggest
Failing
Single

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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 a world of commoditized knowledge, the returns go to the companies who can produce non-standard knowledge.
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You can't use an old map to see a new land.
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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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An adaptable company is one that captures more than its fair share of new opportunities. It's always redefining its 'core business' in ways that open up new avenues for growth.
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Great accomplishments start with great aspirations.
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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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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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Influence is like water. Always flowing somewhere.
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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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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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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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Innovation is the fuel for growth. When a company runs out of innovation, it runs out of growth.
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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.
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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 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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A noble purpose inspires sacrifice, stimulates innovation and encourages perseverance.
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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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Building human-centered organizations doesn't imply a return to the paternalistic, corporate welfare practices of the 19th century. Most of us don't want to be nannied.
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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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