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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
Soon
Ways
Change
Predicted
Thing
Sometime
Way
Precedent
Safely
Challenged
Organization

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Strategy is, above all else, the search for above average returns.
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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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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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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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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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An enterprise that is constantly exploring new horizons is likely to have a competitive advantage in attracting and retaining talent.
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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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Your organization can start tweeting, but that wont change its DNA.
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You can't use an old map to see a new land.
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Discovery is the journey insight is the destination.
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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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Power has long been regarded as morally corrosive, and we often suspect the intentions of those who seek it.
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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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In a world of commoditized knowledge, the returns go to the companies who can produce non-standard knowledge.
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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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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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Most of us understand that innovation is enormously important. It's the only insurance against irrelevance. It's the only guarantee of long-term customer loyalty. It's the only strategy for out-performing a dismal economy.
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Truth be told, there are lots of companies that provide exemplary phone support. DirecTV, Virgin America and Apple are a few that regularly exceed my expectations.
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Any company that cannot imagine the future won't be around to enjoy it.
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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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