One doesn't have to be a Marxist to be awed by the scale and success of early-20th-cent ury efforts to transform strong-willed human beings into docile employees.— Gary Hamel
The most pleasurable Gary Hamel quotes you will be delighted to read
Today, no leader can afford to be indifferent to the challenge of engaging employees in the work of creating the future. Engagement may have been optional in the past, but its pretty much the whole game today.
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.
We owe our existence to innovation. Our species exists thanks to four billion years of genetic innovation.
We've reached the end of incrementalism.
Only those companies that are capable of creating industry revolutions will prosper in the new economy.
From Gandhi to Mandela, from the American patriot to the Polish shipbuilders, the makers of revolutions have not come from the top.
Great accomplishments start with great aspirations.
Only stupid questions create wealth.
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.
Win small, win early, win often.
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.
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.
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.
Business leaders must find ways to infuse mundane business activities with deeper, soul-stirring ideals, such as honor, truth, love, justice, and beauty.
Perseverance may be just as important as speed in the battle for the future.
Organizational structures of today demand too much from a few, and not much at all from everyone else.
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.
Discovery is the journey; insight is the destination.
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.
In the long term the most important question for a company is not what you are but what you are becoming.
Taking risks, breaking the rules, and being a maverick have always been important but today they are more crucial than ever.
There are as many foolhardy ways to grow as there are to downsize.
What matters in the new economy is not return on investment, but return on imagination
The problem is not one of prediction. It is one of imagination.
Strategy is, above all else, the search for above average returns.
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.
Alan Kay's famous aphorism is that perspective is worth 80 IQ points.
An innovative insight is not the product of an individual's brilliance. It's not as if innovators' heads are wired in different ways. Innovation typically comes from looking at the world through a slightly different lens.
The value of your network is the square of the number of people in it.
Never before has the gap between what we can imagine and what we can accomplish been smaller.
Dakota tribal wisdom says that when you're on a dead horse, the best strategy is to dismount. Of course, there are other strategies. You can change riders. You can get a committee to study the dead horse. You can benchmark how other companies ride dead horses. You can declare that it's cheaper to feed a dead horse. You can harness several dead horses together. But after you've tried all these things, you're still going to have to dismount.
This extraordinary arrogance that change must start at the top is a way of guaranteeing that change will not happen in most companies.
Power has long been regarded as morally corrosive, and we often suspect the intentions of those who seek it.
There is no way to create wealth without ideas.
Most new ideas are created by newcomers. So anyone who thinks the world is safe for incumbents is dead wrong.
Innovation is the fuel for growth. When a company runs out of innovation, it runs out of growth.
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)  p.25f
The best innovations - both socially and economically - come from the pursuit of ideals that are noble and timeless: joy, wisdom, beauty, truth, equality, community, sustainability and, most of all, love. These are the things we live for, and the innovations that really make a difference are the ones that are life-enhancing. And that’s why the heart of innovation is a desire to re-enchant the world.
The only thing that can be safely predicted is that sometime soon your organization will be challenged to change in ways for which it has no precedent.
The single biggest reason companies fail is they overinvest in what is, as opposed to what might be.
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.
We live in a moment that is pregnant with possibility.
During the ten years I lived in the U.
K., I frequently attended an Anglican church just outside of London. I enjoyed the energetic singing and the thoughtful homilies. And yet, I found it easy to be a pew warmer, a consumer, a back row critic.
The goal is not to speculate on what might happen, but to imagine what you can make happen.
Your organization can start tweeting, but that wont change its DNA.
If customer ignorance is a profit centre for you, you're in trouble.
Are we changing as fast as the world around us?
We like to believe we can break strategy down to Five Forces or Seven Ss.
But you can't. Strategy is extraordinarily emotional and demanding.
Most of us do more than subsist. From the vantage point of our ancestors, we live lives of almost unimaginable ease. Here again, we have innovation to thank.
**New business concepts are always, always the product of lucky foresight.
** That's right - the essential insight doesn't come out of any dirigiste planning process; it comes form some cocktail of happenstance, desire, curiosity, ambition and need. But at the end of the day, there has to be a degree of foresight -- a sense of where new riches lie. So radical innovation is always one part fortuity and one part clearheaded vision. [first-line bold by author]  p.23