Gary Hamel Quotes - Page 2

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.

Great accomplishments start with great aspirations.

The biggest barriers to strategic renewal are almost always top management's unexamined beliefs.

Ideas that transform industries almost never come from inside those industries.

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.

If customer ignorance is a profit centre for you, you're in trouble.

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.

Taking risks, breaking the rules, and being a maverick have always been important but today they are more crucial than ever.

Business leaders must find ways to infuse mundane business activities with deeper, soul-stirring ideals, such as honor, truth, love, justice, and beauty.

The value of your network is the square of the number of people in it.

Influence is like water. Always flowing somewhere.

An enterprise that is constantly exploring new horizons is likely to have a competitive advantage in attracting and retaining talent.

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.

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.

What's true for churches is true for other institutions: the older and more organized they get, the less adaptable they become. That's why the most resilient things in our world - biological life, stock markets, the Internet - are loosely organized.

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.

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.

In the age of revolution it is not knowledge that produces new wealth, but insight - insight into opportunities for discontinuous innovation. Discovery is the journey; insight is the destination. You must become your own seer.

Win small, win early, win often.

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.

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

In a well-functioning democracy, citizens have the option of voting their political masters out of office. Not so in most companies.

Online hierarchies are inherently dynamic. The moment someone stops adding value to the community, his influence starts to wane.

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.