Gary Hamel Quotes
Dr. Gary P. Hamel (born 1954) is an American management expert. He is a founder of Strategos, an international management consulting firm based in Chicago.
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I'm a capitalist by conviction and profession. I believe the best economic system is one that rewards entrepreneurship and risk-taking, maximizes customer choice, uses markets to allocate scarce resources and minimizes the regulatory burden on business.
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.
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.
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.
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.
Online hierarchies are inherently dynamic. The moment someone stops adding value to the community, his influence starts to wane.
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.
Top-down authority structures turn employees into bootlickers, breed pointless struggles for political advantage, and discourage dissent.
A well-conceived product excels at what it does. It's close to being functionally flawless - like a Ziploc bag, a radio from Tivoli Audio, a Philips Sonicare toothbrush, a Nespresso coffee maker or Google's home page.
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.
I was frustrated for a long time with my colleagues in the business school world and with so many management authors who didn't really see themselves as innovators. They were glorified journalists.
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.
The biggest barriers to strategic renewal are almost always top management's unexamined beliefs.
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.