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 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.
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.
change innovation might
The single biggest reason companies fail is they overinvest in what is, as opposed to what might be.
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.
change arrogance way
This extraordinary arrogance that change must start at the top is a way of guaranteeing that change will not happen in most companies.
change horse together
Dakota tribal wisdom says that when you're on a dead horse, the best strategy is to dismount. Of course, there are other strategies. You can change riders. You can get a committee to study the dead horse. You can benchmark how other companies ride dead horses. You can declare that it's cheaper to feed a dead horse. You can harness several dead horses together. But after you've tried all these things, you're still going to have to dismount.
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.
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.