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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.

Gary Hamel

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Gary Hamel
Age: 70
Born: 1954
Born: January 1
Businessman
Businessperson
Economist
Business
Ideals
Truth
Deeper
Soul
Activity
Find
Honor
Infuse
Must
Leader
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Ways
Mundane
Love
Justice
Activities
Beauty
Leaders

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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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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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Strategy is, above all else, the search for above average returns.
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Your organization can start tweeting, but that wont change its DNA.
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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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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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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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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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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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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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Innovation is the fuel for growth. When a company runs out of innovation, it runs out of growth.
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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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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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A noble purpose inspires sacrifice, stimulates innovation and encourages perseverance.
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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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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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The single biggest reason companies fail is they overinvest in what is, as opposed to what might be.
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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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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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