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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.

Gary Hamel

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Gary Hamel
Age: 70
Born: 1954
Born: January 1
Businessman
Businessperson
Economist
Change
Strategy
Enough
Recognize
Increase
Incremental
Build
Linear
Capacity
Increases
Economy
Increasingly
Ability
Opportunities
Opportunity
Innovation

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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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Truth be told, there are lots of companies that provide exemplary phone support. DirecTV, Virgin America and Apple are a few that regularly exceed my expectations.
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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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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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Trust is not simply a matter of truthfulness, or even constancy. It is also a matter of amity and goodwill. We trust those who have our best interests at heart, and mistrust those who seem deaf to our concerns.
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Any company that cannot imagine the future won't be around to enjoy it.
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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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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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Influence is like water. Always flowing somewhere.
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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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Discovery is the journey insight is the destination.
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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
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A noble purpose inspires sacrifice, stimulates innovation and encourages perseverance.
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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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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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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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The single biggest reason companies fail is they overinvest in what is, as opposed to what might be.
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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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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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