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Are we changing as fast as the world around us?

Gary Hamel

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Gary Hamel
Age: 70
Born: 1954
Born: January 1
Businessman
Businessperson
Economist
World
Changing
Fast
Around

More quotes by Gary Hamel

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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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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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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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Over the centuries, religion has become institutionalized, and in the process encrusted with elaborate hierarchies, top-heavy bureaucracies, highly specialized roles and reflexive routines.
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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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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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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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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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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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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.
Gary Hamel
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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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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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Strategy is, above all else, the search for above average returns.
Gary Hamel
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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.
Gary Hamel
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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.
Gary Hamel
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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.
Gary Hamel
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You can't use an old map to see a new land.
Gary Hamel
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Top-down authority structures turn employees into bootlickers, breed pointless struggles for political advantage, and discourage dissent.
Gary Hamel
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Organizational structures of today demand too much from a few, and not much at all from everyone else.
Gary Hamel
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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.
Gary Hamel