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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.

Gary Hamel

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Gary Hamel
Age: 70
Born: 1954
Born: January 1
Businessman
Businessperson
Economist
Opportunity
Opportunities
Competition
Dominate
Creating
Stake
Playing
Emerging
Challenges
Stakes
Create
Challenging
Space
Competitive
Future
Catch

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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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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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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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In a well-functioning democracy, citizens have the option of voting their political masters out of office. Not so in most companies.
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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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Discovery is the journey insight is the destination.
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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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Any company that cannot imagine the future won't be around to enjoy it.
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Influence is like water. Always flowing somewhere.
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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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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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Most companies don't have the luxury of focusing exclusively on innovation. They have to innovate while stamping out zillions of widgets or processing billions of transactions.
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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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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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All too often, a successful new business model becomes the business model for companies not creative enough to invent their own.
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Great accomplishments start with great aspirations.
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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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In a world of commoditized knowledge, the returns go to the companies who can produce non-standard knowledge.
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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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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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