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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.

Gary Hamel

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Gary Hamel
Age: 70
Born: 1954
Born: January 1
Businessman
Businessperson
Economist
Success
Neglected
Things
Abandon
Lesson
Lessons
Longer
Willing
Successful
Simple
Sustain

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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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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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Innovation is the fuel for growth. When a company runs out of innovation, it runs out of growth.
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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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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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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 enterprise that is constantly exploring new horizons is likely to have a competitive advantage in attracting and retaining talent.
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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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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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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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Great accomplishments start with great aspirations.
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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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Any company that cannot imagine the future won't be around to enjoy it.
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The real damper on employee engagement is the soggy, cold blanket of centralized authority. In most companies, power cascades downwards from the CEO. Not only are employees disenfranchised from most policy decisions, they lack even the power to rebel against egocentric and tyrannical supervisors.
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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.
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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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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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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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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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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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