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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
Ends
Innovation
Revolution
Capable
Creating
Industry
Prosper
Growth
Revolutions
Economy
Reached
Company
Companies

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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'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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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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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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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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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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You can't use an old map to see a new land.
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A noble purpose inspires sacrifice, stimulates innovation and encourages perseverance.
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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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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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Are we changing as fast as the world around us?
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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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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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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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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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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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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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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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Any company that cannot imagine the future won't be around to enjoy it.
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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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