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" 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
Path
Company
Crisis
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" All too often, legacy management practices reflexively perpetuate the past - by over-weighting the views of long-tenured executives, by valuing conformance more highly than creativity and by turning tired industry nostrums into sacred truths. "
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" In most companies, the formal hierarchy is a matter of public record - it's easy to discover who's in charge of what. By contrast, natural leaders don't appear on any organization chart. "
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" Remarkable contributions are typically spawned by a passionate commitment to transcendent values such as beauty, truth, wisdom, justice, charity, fidelity, joy, courage and honor. "
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" In an ideal world, an individual's institutional power would be correlated perfectly with his or her value-add. In practice, this is seldom the case. "
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" I live a half mile from the San Andreas fault - a fact that bubbles up into my consciousness every time some other part of the world experiences an earthquake. I sometimes wonder whether this subterranean sense of impending disaster is at least partly responsible for Silicon Valley's feverish, get-it-done-yesterday work norms. "
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" An uplifting sense of purpose is more than an impetus for individual accomplishment, it is also a necessary insurance policy against expediency and impropriety. "
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" We owe our existence to innovation. Our species exists thanks to four billion years of genetic innovation. "
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Existence
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" Online hierarchies are inherently dynamic. The moment someone stops adding value to the community, his influence starts to wane. "
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" At the heart of every faith system is a bargain: on one side there is the comfort that comes from a narrative that suggests human life has cosmic significance, and on the other a duty to yield to moral commands that can, in the moment, seem rather inconvenient. "
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" 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
Decisions
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" 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. "
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Organized
Become
Fast
" 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. "
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Word
Control
Most
" Top-down authority structures turn employees into bootlickers, breed pointless struggles for political advantage, and discourage dissent. "
Gary Hamel
Authority
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Political
" A noble purpose inspires sacrifice, stimulates innovation and encourages perseverance. "
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Innovation
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Perseverance
" To escape the curse of commoditization, a company has to be a game-changer, and that requires employees who are proactive, inventive and zealous. "
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" At the pinnacle of great design are products so gorgeous and lust-worthy that you want to lick them: a Porsche 911, Samsung's Luxia TV, an Eames lounge chair or anything by Loro Piana. "
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Chair
Want
You
" Over the centuries, religion has become institutionalized, and in the process encrusted with elaborate hierarchies, top-heavy bureaucracies, highly specialized roles and reflexive routines. "
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Roles
Religion
Process
" 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. "
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Down
Stone
Entrepreneur
" The fact is, society is made more hospitable by every individual who acts as if 'do unto others' really was a rule. "
Gary Hamel
Others
Fact
Individual
" 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. "
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Leaders
Own
Slaves
" An enterprise that is constantly exploring new horizons is likely to have a competitive advantage in attracting and retaining talent. "
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Exploring
Competitive
New
" An adaptable company is one that captures more than its fair share of new opportunities. It's always redefining its 'core business' in ways that open up new avenues for growth. "
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Opportunities
Company
Business
" 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. "
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Quality
Business
People
" Management innovation is going to be the most enduring source of competitive advantage. There will be lots of rewards for firms in the vanguard. "
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Management
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Going
" 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. "
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Phone
Support
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" 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. "
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Most
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Innovation
" 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. "
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Matter
Trust
Seem
" 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. "
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Singing
Back
Easy
" 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. "
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" The biggest barriers to strategic renewal are almost always top management's unexamined beliefs. "
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Top
Always
Barriers