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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.
Gary Hamel
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Gary Hamel
Age: 70
Born: 1954
Born: January 1
Businessman
Businessperson
Economist
Polish
Patriot
Makers
Revolution
American
Come
Mandela
Gandhi
Revolutions
More quotes by Gary Hamel
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
Discovery is the journey insight is the destination.
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Top-down authority structures turn employees into bootlickers, breed pointless struggles for political advantage, and discourage dissent.
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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I'm not one of those professors whose office is encased floor-to-ceiling with books. By the way, I think academics do this to intimidate their visitors.
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Most companies don't have the luxury of focusing exclusively on innovation. They have to innovate while stamping out zillions of widgets or processing billions of transactions.
Gary Hamel
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.
Gary Hamel
The single biggest reason companies fail is they overinvest in what is, as opposed to what might be.
Gary Hamel
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.
Gary Hamel
You can't use an old map to see a new land.
Gary Hamel
Influence is like water. Always flowing somewhere.
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Any company that cannot imagine the future won't be around to enjoy it.
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In the age of revolution you have to be able to imagine revolutionary alternatives to the status quo. If you can't, you'll be relegated to the swollen ranks of keyboard-pounding automatons.
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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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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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Resilience is based on the ability to embrace the extremes -- while no becoming an extremist. ... **Most companies don't do paradox very well.** (emphasis by author) [2002] p.25f
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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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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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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.
Gary Hamel
All too often, a successful new business model becomes the business model for companies not creative enough to invent their own.
Gary Hamel