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Perseverance may be just as important as speed in the battle for the future.
Gary Hamel
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Gary Hamel
Age: 70
Born: 1954
Born: January 1
Businessman
Businessperson
Economist
Important
Persistence
Perseverance
Speed
Battle
Future
May
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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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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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Innovation is the fuel for growth. When a company runs out of innovation, it runs out of growth.
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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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Strategy is, above all else, the search for above average returns.
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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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A noble purpose inspires sacrifice, stimulates innovation and encourages perseverance.
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Your organization can start tweeting, but that wont change its DNA.
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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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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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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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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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Are we changing as fast as the world around us?
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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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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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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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You can't use an old map to see a new land.
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At the heart of every faith system is a bargain: on one side there is the comfort that comes from a narrative that suggests human life has cosmic significance, and on the other a duty to yield to moral commands that can, in the moment, seem rather inconvenient.
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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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