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
serendipity matter facts
Fact is, inventing an innovative business model is often mostly a matter of serendipity.
educational ecosystems what-matters
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.
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.
anglican attended church energetic enjoyed found frequently lived outside pew row singing ten
During the ten years I lived in the U.K., I frequently attended an Anglican church just outside of London. I enjoyed the energetic singing and the thoughtful homilies. And yet, I found it easy to be a pew warmer, a consumer, a back row critic.
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.
acquire company resources stopped time
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.
dozen finding half investor takes turned unusual willing
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.
corporate enslaved run slaves social
If corporate leaders and their acolytes are not slaves to some meritorious social purpose, they run the risk of being enslaved by their own ignoble appetites.
crisis large worship
Large organizations don't worship shareholders or customers, they worship the past. If it were otherwise, it wouldn't take a crisis to set a company on a new path.
acting believe faith longer lost powerful society
It's not just that individuals have lost faith in the integrity of their leaders, it's that they no longer believe society's most powerful institutions are acting in their interests.