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Power has long been regarded as morally corrosive, and we often suspect the intentions of those who seek it.
Gary Hamel
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Gary Hamel
Age: 70
Born: 1954
Born: January 1
Businessman
Businessperson
Economist
Suspects
Intention
Seek
Often
Corrosive
Power
Morally
Long
Intentions
Suspect
Regarded
More quotes by Gary Hamel
From Gandhi to Mandela, from the American patriot to the Polish shipbuilders, the makers of revolutions have not come from the top.
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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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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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Building human-centered organizations doesn't imply a return to the paternalistic, corporate welfare practices of the 19th century. Most of us don't want to be nannied.
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There are as many foolhardy ways to grow as there are to downsize.
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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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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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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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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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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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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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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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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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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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The real damper on employee engagement is the soggy, cold blanket of centralized authority. In most companies, power cascades downwards from the CEO. Not only are employees disenfranchised from most policy decisions, they lack even the power to rebel against egocentric and tyrannical supervisors.
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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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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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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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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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