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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.

Gary Hamel

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Gary Hamel
Age: 70
Born: 1954
Born: January 1
Businessman
Businessperson
Economist
Must
Arrogance
Way
Companies
Extraordinary
Happen
Company
Start
Happens
Change
Guaranteeing

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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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The single biggest reason companies fail is they overinvest in what is, as opposed to what might be.
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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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A noble purpose inspires sacrifice, stimulates innovation and encourages perseverance.
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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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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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Perseverance may be just as important as speed in the battle for the future.
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Are we changing as fast as the world around us?
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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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Innovation is the fuel for growth. When a company runs out of innovation, it runs out of growth.
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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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In a world of commoditized knowledge, the returns go to the companies who can produce non-standard knowledge.
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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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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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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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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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Over the centuries, religion has become institutionalized, and in the process encrusted with elaborate hierarchies, top-heavy bureaucracies, highly specialized roles and reflexive routines.
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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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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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