Gary Hamel Quotes

All too often, a successful new business model becomes the business model for companies not creative enough to invent their own.

A noble purpose inspires sacrifice, stimulates innovation, and encourages perseverance. In so doing, it transforms great talent into exceptional accomplishment.

In the long run, competitiveness derives from an ability to build, at lower cost and more speedily than competitors, the core competencies that spawn unanticipated products.

Resilience is based on the ability to embrace the extremes—while not becoming an extremist. Most companies don't do paradox very well.

A company surrenders today's businesses when it gets smaller faster than it gets better. A company surrenders tomorrow's businesses when it gets better without getting different.

Only after Southwest Airlines became the most profitable airline in America did United and American challenge their long-held assumptions about how to compete. At worst, laggards follow the path of greatest familiarity. Challengers, on the other hand, follow the path of greatest opportunity, wherever it leads.

is communication, involvement, and a deep commitment to working across organizational boundaries.

The most powerful way to prevail in global competition is still invisible to many companies. During the 1980s, top executives were judged on their ability to restructure, declutter, and delayer their corporations. In the 1990s, they'll be judged on their ability to identify, cultivate, and exploit the core competencies that make growth possible - indeed, they'll have to rethink the concept of the corporation itself.

Our fifth premise is that the resource allocation task of top management has received too much attention when compared to the task of resource leverage.

Whatever market a company might dominate today, it is likely to change substantially over the next ten years. There's no such thing as "sustaining" leadership; it must be reinvented again and again.

If a top management team cannot clearly articulate the five or six fundamental industry trends that most threaten its firm's continued success, it is not in control of the firm's destiny.

Acquired through business schools and other educational experiences and from consultants and management gurus, absorbed from peers and the business press, and formed out of career experiences, a manager's genetic coding establishes the range and likelihood of responses in particular situations.... All of us are prisoners, to one degree or another, of our experience.

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.

New business concepts are always, always the product of lucky foresight... 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.