Gary Hamel Quotes - Page 3

• 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

  Educational, Ecosystems, What Matters

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• Are we changing as fast as the world around us?

  Gary Hamel

  Mundo

  Gary Hamel, Bill Breen (2013). “The Future of Management”, p.42, Harvard Business Press

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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.

  Gary Hamel

  Estrellas, Niños, Años

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• Strategy is, above all else, the search for above average returns.

  Gary Hamel

  Average, Return, Strategy

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• As human beings, we are the genetic elite, the sentient, contemplating and innovating sum of countless genetic accidents and transcription errors.

  Gary Hamel

  Errors, Contemplating, Transcription

  Gary Hamel (2012). “What Matters Now: How to Win in a World of Relentless Change, Ferocious Competition, and Unstoppable Innovation”, p.53, John Wiley & Sons

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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.

  Gary Hamel

  Commitment, Justice, Joy

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• Most of us understand that innovation is enormously important. It's the only insurance against irrelevance. It's the only guarantee of long-term customer loyalty. It's the only strategy for out-performing a dismal economy.

  Gary Hamel

  Loyalty, Irrelevance, Long

  "Gary Hamel On Innovating Innovation". Interview with Steve Denning, www.forbes.com. December 04, 2012.

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• What matters in the new economy is not return on investment, but return on imagination

  Gary Hamel

  What Matters, Imagination, Return

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• 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.

  Gary Hamel

  Believe, Emotional, Strategy

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• Our biggest challenge is how to create a self-renewing company.

  Gary Hamel

  Self, Challenges, Company

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• To be embraced, a change effort must be socially constructed in a process that gives everyone the right to set priorities, diagnose barriers, and generate options.

  Gary Hamel

  Giving, Effort, Priorities

  "Build a change platform, not a change program" by Gary Hamel and Michele Zanini, www.mckinsey.com. October 2014.

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• Whatever you shoot is dead for a while before it starts to stink. The same goes for strategies. How many organizations carry this dead thing around with them, unaware of its irrelevancy until it is too late?

  Gary Hamel

  Organization, Too Late, Strategy

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• Any company that cannot imagine the future won't be around to enjoy it.

  Gary Hamel

  Goal, Imagine, Enjoy

  Gary Hamel, C. K. Prahalad (2013). “Competing for the Future”, p.18, Harvard Business Press

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• people are all there is to an organization

  Gary Hamel

  Organization, People

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• The real damper on employee engagement is the soggy, cold blanket of centralized authority. In most companies, power cascades downwards from the CEO. Not only are employees disenfranchised from most policy decisions, they lack even the power to rebel against egocentric and tyrannical supervisors.

  Gary Hamel

  Real, Decision, Rebel

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• When a politician bends the truth or a CEO breaks a promise, trust takes a beating.

  Gary Hamel

  Promise, Politician, Break

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• Como seres humanos, somos los únicos organismos que creamos por el puro y estúpido placer de hacerlo. Ya sea arreglando un jardín, componiendo una nueva melodía al piano, escribiendo poesía, manipulando una foto digital, redecorando una habitación o inventando una nueva receta de chili, somos más felices cuando creamos.

  Gary Hamel

  Stupid, Writing, Garden

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• 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.

  Gary Hamel

  Perspective, Innovation, Different

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• An uplifting sense of purpose is more than an impetus for individual accomplishment, it is also a necessary insurance policy against expediency and impropriety.

  Gary Hamel

  Uplifting, Accomplishment, Purpose

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• The problem is not one of prediction. It is one of imagination.

  Gary Hamel

  Imagination, Problem, Predictions

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• 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

  Organization, Leader, Hierarchy

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• We live in a moment that is pregnant with possibility.

  Gary Hamel

  Opportunity, Moments, Possibility

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• I'm a capitalist by conviction and profession. I believe the best economic system is one that rewards entrepreneurship and risk-taking, maximizes customer choice, uses markets to allocate scarce resources and minimizes the regulatory burden on business.

  Gary Hamel

  Believe, Choices, Risk

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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.

  Gary Hamel

  Opportunity, Data, People

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• In a world of commoditized knowledge, the returns go to the companies who can produce non-standard knowledge.

  Gary Hamel

  World, Return, Produce

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