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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.

Gary Hamel

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Gary Hamel
Age: 70
Born: 1954
Born: January 1
Businessman
Businessperson
Economist
Natural
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Whip
Power
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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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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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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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Discovery is the journey insight is the destination.
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Any company that cannot imagine the future won't be around to enjoy it.
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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.
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A noble purpose inspires sacrifice, stimulates innovation and encourages perseverance.
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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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Your organization can start tweeting, but that wont change its DNA.
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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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Innovation is the fuel for growth. When a company runs out of innovation, it runs out of growth.
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Power has long been regarded as morally corrosive, and we often suspect the intentions of those who seek it.
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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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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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Out there in some garage is an entrepreneur who's forging a bullet with your company's name on it. You've got one option now - to shoot first. You've got to out innovate the innovators.
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Perseverance may be just as important as speed in the battle for the future.
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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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Most of us do more than subsist. From the vantage point of our ancestors, we live lives of almost unimaginable ease. Here again, we have innovation to thank.
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We've reached the end of incrementalism. Only those companies that are capable of creating industry revolutions will prosper in the new economy.
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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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