Gary Hamel
Gary Hamel
Dr. Gary P. Hamelis an American management expert. He is a founder of Strategos, an international management consulting firm based in Chicago...
NationalityAmerican
ProfessionBusinessman
CountryUnited States of America
average change discover history occasional periods review trivial
In most organizations, change comes in only two flavors: trivial and traumatic. Review the history of the average organization and you'll discover long periods of incremental fiddling punctuated by occasional bouts of frantic, crisis-driven change.
demand equanimity great industrial pursuit souls
As the great grandchildren of the industrial revolution, we have learned, at last, that the heedless pursuit of more is unsustainable and, ultimately, unfulfilling. Our planet, our security, our sense of equanimity and our very souls demand something better, something different.
change helping personally rather unlikely
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.
curse inventive requires
To escape the curse of commoditization, a company has to be a game-changer, and that requires employees who are proactive, inventive and zealous.
adaptable create follow freedom outside people risks time
To create an organization that's adaptable and innovative, people need the freedom to challenge precedent, to 'waste' time, to go outside of channels, to experiment, to take risks and to follow their passions.
earthquakes yesterday valleys
I live a half mile from the San Andreas fault - a fact that bubbles up into my consciousness every time some other part of the world experiences an earthquake. I sometimes wonder whether this subterranean sense of impending disaster is at least partly responsible for Silicon Valley's feverish, get-it-done-yesterday work norms.
return world produce
In a world of commoditized knowledge, the returns go to the companies who can produce non-standard knowledge.
resilience becoming paradox
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) [2002] p.25f
growth way grows
There are as many foolhardy ways to grow as there are to downsize.
lying ambition innovation
**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] [2002] p.23
opportunity moments possibility
We live in a moment that is pregnant with possibility.
intelligent design everyday
I don't know whether the universe contains any evidence of intelligent design, but I can assure you that thousands of everyday products do not.
serendipity matter facts
Fact is, inventing an innovative business model is often mostly a matter of serendipity.
risk important today
Taking risks, breaking the rules, and being a maverick have always been important but today they are more crucial than ever.