Gary Hamel Quotes

• You have to train people how to be business innovators. If you don’t train them, the quality of the ideas that you get in an innovation marketplace is not likely to be high.

  Gary Hamel

  Topics in Uncategorized

  Tags in Innovators, Innovation

• While one should never underestimate the ability of risk-besotted financiers to wreak havoc, the real threat to capitalism isn’t unfettered financial cunning. It is, instead, the unwillingness of executives to confront the changing expectations of their stakeholders.

  Gary Hamel

  Topics in Uncategorized

  Tags in Cunning, Financial

• What’s true for churches is true for other institutions: the older and more organized they get, the less adaptable they become. That’s why the most resilient things in our world – biological life, stock markets, the Internet – are loosely organized.

  Gary Hamel

  Topics in Uncategorized

  Tags in Institutions, Loosely

• Truth be told, there are lots of companies that provide exemplary phone support. DirecTV, Virgin America and Apple are a few that regularly exceed my expectations.

  Gary Hamel

  Topics in Uncategorized

  Tags in Phone

• 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.

  Gary Hamel

  Topics in Uncategorized

  Tags in Constancy, Mistrust

• Today, no leader can afford to be indifferent to the challenge of engaging employees in the work of creating the future. Engagement may have been optional in the past, but it’s pretty much the whole game today.

  Gary Hamel

  Topics in Future

  Tags in Employees, Indifferent

• 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.

  Gary Hamel

  Topics in Uncategorized

  Tags in Passions, Follow

• 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

  Topics in Uncategorized

  Tags in Employee, Centralized

• 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

  Topics in Uncategorized

  Tags in Charity, Fidelity

• 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.

  Gary Hamel

  Topics in Uncategorized

  Tags in Momentum, Resources

• Over the centuries, religion has become institutionalized, and in the process encrusted with elaborate hierarchies, top-heavy bureaucracies, highly specialized roles and reflexive routines.

  Gary Hamel

  Topics in Uncategorized

  Tags in Elaborate, Process

• 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

  Topics in Uncategorized

  Tags in Insurance, Customer

• Most of us do more than subsist. From the vantage point of our ancestors, we live lives of almost unimaginable ease. Here again, we have innovation to thank.

  Gary Hamel

  Topics in Uncategorized

  Tags in Innovation, Ancestors

• Most companies don’t have the luxury of focusing exclusively on innovation. They have to innovate while stamping out zillions of widgets or processing billions of transactions.

  Gary Hamel

  Topics in Uncategorized

  Tags in Exclusively, Innovation

• 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.

  Gary Hamel

  Topics in Uncategorized

  Tags in Shareholders, Customers

• 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.

  Gary Hamel

  Topics in Uncategorized

  Tags in Investor, Entrepreneur

• 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.

  Gary Hamel

  Topics in Uncategorized

  Tags in Institutions, Integrity

• 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

  Topics in Uncategorized

  Tags in Customer, Relative

• 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.

  Gary Hamel

  Topics in Uncategorized

  Tags in Incremental, Periods

• In most languages, ‘control’ is the first synonym for the word ‘manage.’ Control is about spotting and correcting deviations from pre-defined standards; thus to control, one must first constrain.

  Gary Hamel

  Topics in Uncategorized

  Tags in Standards, Correcting

Gary Hamel (62)

Birth:	1954
Nationality:	American
Profession:	Author, Consultant, Professor, Speaker

About

Dr. Gary P. Hamel is an American management expert. He is a founder of Strategos, an international management consulting firm based in Chicago. He graduated from Andrews University in 1975. He has been was Visiting Professor of International Business at the University of Michigan and at Harvard Business School. He earned his Ph.D. in 1990. He is a visiting Professor of Strategic Management at London Business School. He is also a member of the Reliance Innovation Council formed by Reliance Industries Limited, India. He has written several books include: The Future of Management, What Matters Now, and Leading the Revolution.

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