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
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.
real decision engagement
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.
numbers squares people
The value of your network is the square of the number of people in it.
new-horizons talent advantage
An enterprise that is constantly exploring new horizons is likely to have a competitive advantage in attracting and retaining talent.
errors contemplating transcription
As human beings, we are the genetic elite, the sentient, contemplating and innovating sum of countless genetic accidents and transcription errors.
serendipity matter facts
Fact is, inventing an innovative business model is often mostly a matter of serendipity.
promise politician break
When a politician bends the truth or a CEO breaks a promise, trust takes a beating.
inspirational change inspiring
You can't build an adaptable organization without adaptable people - and individuals change only when they have to, or when they want to.
rights corporations individual
I am an ardent supporter of capitalism - but I also understand that while individuals have inalienable, God-given rights, corporations do not.
names bullets firsts
Somewhere out there is a bullet with your company's name on it. Somewhere out there is a competitor, unborn and unknown, that will render your strategy obsolete. You can't dodge the bullet – you're going to have to shoot first. You're going to have to out-innovate the innovators.
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
important remember platforms
It's important to remember that innovators in business don't always get a platform.
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.
churches held less organized religion roles
If organized religion has become less relevant, it's not because churches have held fast to their creedal beliefs - it's because they've held fast to their conventional structures, programs, roles and routines.