Explore Quotes by Gary Hamel

Building human-centered organizations doesn't imply a return to the paternalistic, corporate welfare practices of the 19th century. Most of us don't want to be nannied.

When a politician bends the truth or a CEO breaks a promise, trust takes a beating.

Obviously, you don't have to be religious to be moral, and beastly people are sometimes religious.

Management innovation is going to be the most enduring source of competitive advantage. There will be lots of rewards for firms in the vanguard.

Like a child star whose fame fades as the years advance, many once-innovative companies become less so as they mature.

It's important to remember that innovators in business don't always get a platform.

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.

In a world of commoditized knowledge, the returns go to the companies who can produce non-standard knowledge.

I don't know whether the universe contains any evidence of intelligent design, but I can assure you that thousands of everyday products do not.

Fact is, inventing an innovative business model is often mostly a matter of serendipity.

Businesses fail when they over-invest in what is at the expense of what could be.

In a well-functioning democracy, citizens have the option of voting their political masters out of office. Not so in most companies.

As human beings, we are the genetic elite, the sentient, contemplating and innovating sum of countless genetic accidents and transcription errors.

I am an ardent supporter of capitalism - but I also understand that while individuals have inalienable, God-given rights, corporations do not.

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.

An enterprise that is constantly exploring new horizons is likely to have a competitive advantage in attracting and retaining talent.

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.

Top-down authority structures turn employees into bootlickers, breed pointless struggles for political advantage, and discourage dissent.

An uplifting sense of purpose is more than an impetus for individual accomplishment, it is also a necessary insurance policy against expediency and impropriety.

The fact is, society is made more hospitable by every individual who acts as if 'do unto others' really was a rule.

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.