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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

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Gary Hamel
Age: 70
Born: 1954
Born: January 1
Businessman
Businessperson
Economist
Change
Predicted
Thing
Sometime
Way
Precedent
Safely
Challenged
Organization
Soon
Ways

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Any company that cannot imagine the future won't be around to enjoy it.
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Influence is like water. Always flowing somewhere.
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In a well-functioning democracy, citizens have the option of voting their political masters out of office. Not so in most companies.
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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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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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There are as many foolhardy ways to grow as there are to downsize.
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Remarkable contributions are typically spawned by a passionate commitment to transcendent values such as beauty, truth, wisdom, justice, charity, fidelity, joy, courage and honor.
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Great accomplishments start with great aspirations.
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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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Top-down authority structures turn employees into bootlickers, breed pointless struggles for political advantage, and discourage dissent.
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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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Strategy is, above all else, the search for above average returns.
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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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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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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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Innovation is the fuel for growth. When a company runs out of innovation, it runs out of growth.
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Perseverance may be just as important as speed in the battle for the future.
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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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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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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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