Quotes by: Gary Hamel

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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.
Gary Hamel
An adaptable company is one that captures more than its fair share of new opportunities. It's always redefining its 'core business' in ways that open up new avenues for growth.
Gary Hamel
Obviously, you don't have to be religious to be moral, and beastly people are sometimes religious.
Gary Hamel
Over time, a successful company will acquire much in the way of resources and momentum, and these things often insulate it from reality once it has stopped being successful.
Gary Hamel
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.
Gary Hamel
An enterprise that is constantly exploring new horizons is likely to have a competitive advantage in attracting and retaining talent.
Gary Hamel
I am an ardent supporter of capitalism - but I also understand that while individuals have inalienable, God-given rights, corporations do not.
Gary Hamel
It's not unusual for a would-be entrepreneur to get turned down half a dozen times before finding a willing investor - yet in most companies, it takes only one 'nyet' to kill a project stone dead.
Gary Hamel
An employee who's one of hundreds, rather than one of a few, is unlikely to feel personally responsible for helping the organization adapt and change.
Gary Hamel
Fact is, inventing an innovative business model is often mostly a matter of serendipity.
Gary Hamel
Over the centuries, religion has become institutionalized, and in the process encrusted with elaborate hierarchies, top-heavy bureaucracies, highly specialized roles and reflexive routines.
Gary Hamel
It's important to remember that innovators in business don't always get a platform.
Gary Hamel
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.
Gary Hamel
The biggest barriers to strategic renewal are almost always top management's unexamined beliefs.
Gary Hamel
Power has long been regarded as morally corrosive, and we often suspect the intentions of those who seek it.
Gary Hamel
A noble purpose inspires sacrifice, stimulates innovation and encourages perseverance.
Gary Hamel
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.
Gary Hamel
Management innovation is going to be the most enduring source of competitive advantage. There will be lots of rewards for firms in the vanguard.
Gary Hamel
Online hierarchies are inherently dynamic. The moment someone stops adding value to the community, his influence starts to wane.
Gary Hamel
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.
Gary Hamel
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.
Gary Hamel
You have to train people how to be business innovators. If you don't train them, the quality of the ideas that you get in an innovation marketplace is not likely to be high.
Gary Hamel
You can't build an adaptable organization without adaptable people - and individuals change only when they have to, or when they want to.
Gary Hamel
All too often, legacy management practices reflexively perpetuate the past - by over-weighting the views of long-tenured executives, by valuing conformance more highly than creativity and by turning tired industry nostrums into sacred truths.
Gary Hamel
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