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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.

Gary Hamel

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Gary Hamel
Age: 70
Born: 1954
Born: January 1
Businessman
Businessperson
Economist
Always
Breaking
Crucial
Rules
Taking
Risk
Today
Ever
Maverick
Important
Risks

More quotes by Gary Hamel

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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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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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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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You can't use an old map to see a new land.
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Are we changing as fast as the world around us?
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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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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.
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It doesn't matter much where your company sits in its industry ecosystem, nor how vertically or horizontally integrated it is - what matters is its relative 'share of customer value' in the final product or solution, and its cost of producing that value.
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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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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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The single biggest reason companies fail is they overinvest in what is, as opposed to what might be.
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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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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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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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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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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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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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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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A noble purpose inspires sacrifice, stimulates innovation and encourages perseverance.
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