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
change innovation might
The single biggest reason companies fail is they overinvest in what is, as opposed to what might be.
stupid writing garden
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.
errors contemplating transcription
As human beings, we are the genetic elite, the sentient, contemplating and innovating sum of countless genetic accidents and transcription errors.
what-matters imagination return
What matters in the new economy is not return on investment, but return on imagination
heart matter deaf
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.
perspective innovation lenses
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.
numbers squares people
The value of your network is the square of the number of people in it.
journey discovery destination
Discovery is the journey; insight is the destination.
uplifting accomplishment purpose
An uplifting sense of purpose is more than an impetus for individual accomplishment, it is also a necessary insurance policy against expediency and impropriety.
opportunity data people
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.
opportunity growth might
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.
organization too-late strategy
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?
opportunity journey discovery
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.
past imagination firsts
For the first time in history we can work backward from our imagination rather than forward from our past.