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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
Long
Intentions
Suspect
Regarded
Suspects
Intention
Seek
Often
Corrosive
Power
Morally
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Strategy is, above all else, the search for above average returns.
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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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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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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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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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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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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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As human beings, we are the only organisms that create for the sheer stupid pleasure of doing so. Whether it's laying out a garden, composing a new tune on the piano, writing a bit of poetry, manipulating a digital photo, redecorating a room, or inventing a new chili recipe - we are happiest when we are creating.
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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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Any company that cannot imagine the future won't be around to enjoy it.
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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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Organizational structures of today demand too much from a few, and not much at all from everyone else.
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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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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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Innovation is the fuel for growth. When a company runs out of innovation, it runs out of growth.
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