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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
Things
Abandon
Lesson
Lessons
Longer
Willing
Successful
Simple
Sustain
Success
Neglected

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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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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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Organizational structures of today demand too much from a few, and not much at all from everyone else.
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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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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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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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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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Competition for the future is competition to create and dominate emerging opportunities-to stake out new competitive space. Creating the future is more challenging than playing catch up, in that you have to create your own roadmap.
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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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An enterprise that is constantly exploring new horizons is likely to have a competitive advantage in attracting and retaining talent.
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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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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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Top-down authority structures turn employees into bootlickers, breed pointless struggles for political advantage, and discourage dissent.
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Influence is like water. Always flowing somewhere.
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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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