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Your organization can start tweeting, but that wont change its DNA.

Gary Hamel

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Gary Hamel
Age: 70
Born: 1954
Born: January 1
Businessman
Businessperson
Economist
Dna
Organization
Start
Change
Tweeting
Wont

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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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Discovery is the journey insight is the destination.
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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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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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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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There are as many foolhardy ways to grow as there are to downsize.
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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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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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Strategy is, above all else, the search for above average returns.
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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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Innovation is the fuel for growth. When a company runs out of innovation, it runs out of growth.
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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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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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A noble purpose inspires sacrifice, stimulates innovation and encourages perseverance.
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In most companies, the formal hierarchy is a matter of public record - it's easy to discover who's in charge of what. By contrast, natural leaders don't appear on any organization chart.
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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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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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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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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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