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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
Important
Risks
Always
Breaking
Crucial
Rules
Taking
Risk
Today
Ever
Maverick

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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 ideal world, an individual's institutional power would be correlated perfectly with his or her value-add. In practice, this is seldom the case.
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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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Innovation is the fuel for growth. When a company runs out of innovation, it runs out of growth.
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Great accomplishments start with great aspirations.
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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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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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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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An enterprise that is constantly exploring new horizons is likely to have a competitive advantage in attracting and retaining talent.
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There is no way to create wealth without ideas. Most new ideas are created by newcomers. So anyone who thinks the world is safe for incumbents is dead wrong.
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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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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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Any company that cannot imagine the future won't be around to enjoy it.
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A noble purpose inspires sacrifice, stimulates innovation and encourages perseverance.
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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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Business leaders must find ways to infuse mundane business activities with deeper, soul-stirring ideals, such as honor, truth, love, justice, and beauty.
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Your organization can start tweeting, but that wont change its DNA.
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In the age of revolution you have to be able to imagine revolutionary alternatives to the status quo. If you can't, you'll be relegated to the swollen ranks of keyboard-pounding automatons.
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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.
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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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