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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
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More quotes by Gary Hamel
Strategy is, above all else, the search for above average returns.
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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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Organizational structures of today demand too much from a few, and not much at all from everyone else.
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Perseverance may be just as important as speed in the battle for the future.
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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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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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A noble purpose inspires sacrifice, stimulates innovation and encourages perseverance.
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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 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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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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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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Management innovation is going to be the most enduring source of competitive advantage. There will be lots of rewards for firms in the vanguard.
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Remarkable contributions are typically spawned by a passionate commitment to transcendent values such as beauty, truth, wisdom, justice, charity, fidelity, joy, courage and honor.
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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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Power has long been regarded as morally corrosive, and we often suspect the intentions of those who seek it.
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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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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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Top-down authority structures turn employees into bootlickers, breed pointless struggles for political advantage, and discourage dissent.
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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
Gary Hamel
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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