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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.

Gary Hamel

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Gary Hamel
Age: 70
Born: 1954
Born: January 1
Businessman
Businessperson
Economist
Economy
Reached
Company
Companies
Ends
Innovation
Revolution
Capable
Creating
Industry
Prosper
Growth
Revolutions

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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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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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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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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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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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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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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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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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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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Are we changing as fast as the world around us?
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Like a child star whose fame fades as the years advance, many once-innovative companies become less so as they mature.
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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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There are as many foolhardy ways to grow as there are to downsize.
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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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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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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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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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Top-down authority structures turn employees into bootlickers, breed pointless struggles for political advantage, and discourage dissent.
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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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