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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.

Gary Hamel

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Gary Hamel
Age: 70
Born: 1954
Born: January 1
Businessman
Businessperson
Economist
Revolutionary
Relegated
Revolution
Pounding
Imagine
Swollen
Age
Keyboard
Able
Keyboards
Ranks
Status
Alternatives
Automatons

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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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In the age of revolution it is not knowledge that produces new wealth, but insight - insight into opportunities for discontinuous innovation. Discovery is the journey insight is the destination. You must become your own seer.
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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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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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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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Innovation is the fuel for growth. When a company runs out of innovation, it runs out of growth.
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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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I am an ardent supporter of capitalism - but I also understand that while individuals have inalienable, God-given rights, corporations do not.
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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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Organizational structures of today demand too much from a few, and not much at all from everyone else.
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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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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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There are as many foolhardy ways to grow as there are to downsize.
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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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