Gary Hamel Quotes

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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.

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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What's true for churches is true for other institutions: the older and more organized they get, the less adaptable they become. That's why the most resilient things in our world - biological life, stock markets, the Internet - are loosely...

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.

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

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...

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

Over the centuries, religion has become institutionalized, and in the process encrusted with elaborate hierarchies, top-heavy bureaucracies, highly specialized roles and reflexive routines.

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.

In a democracy, you don't need anyone's permission to form a new political party, publish a politically charged article, or organize a 'tea party.' And in open markets, individuals are free to buy and invest as they see fit.

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.

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.

We owe our existence to innovation. Our species exists thanks to four billion years of genetic innovation.

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

Most of us do more than subsist. From the vantage point of our ancestors, we live lives of almost unimaginable ease. Here again, we have innovation to thank.

As human beings, we are the only organisms that create for the sheer stupid pleasure of doing so. Whether it's laying out a garden, composing a new tune on the piano, writing a bit of poetry, manipulating a digital photo,...

Online hierarchies are inherently dynamic. The moment someone stops adding value to the community, his influence starts to wane.

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

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.

A titled leader relies heavily on positional power to get things done; a natural leader is able to mobilize others without the whip of formal authority.

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