Innovation Quotes

Gary Hamel innovation quotes

Gary Hamel

American management expert, founder of Strategos, an international management consulting

 

Mini-course

 

Entrepreneurial Creativity

A noble purpose inspires sacrifice, stimulates innovation and encourages perseverance.

Great accomplishments start with great aspirations.

To discover the future it is not necessary to be a seer, but it is absolutely vital to be unorthodox.

From Gandhi to Mandela, from the American patriot to the Polish shipbuilders, the makers of revolutions have not come from the top.

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, redecorating a room, or inventing a new chili recipe ‒ we are happiest when we are creating >>>

Remarkable contributions are typically spawned by a passionate commitment to transcendent values such as beauty, truth, wisdom, justice, charity, fidelity, joy, courage and honor.

The goal is not to speculate on what might happen, but to imagine what you can make happen.  >>>

Value Innovation

At the pinnacle of great design are products so gorgeous and lust-worthy that you want to lick them.  >>>

Executives often wrongly equate “good value” with “low price.” Instead, “good value” should mean outstanding value for the price.

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

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

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.

Leading Innovation

Out there in some garage is an entrepreneur who's forging a bullet with your company's name on it. You've got one option now – to shoot first. You've got to out-innovate the innovators.

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.

Put simply, hyper-rational executives produce hyper-boring products.

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.

Win small, win early, win often.

There’s no such thing as “sustaining” leadership; it must be reinvented again and again.

Discovering, Inventing

All of us are prisoners, to one degree or another, of our experience.

You can't use an old map to see a new land.

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

The essential insight doesn't come out of any dirigiste planning process; it comes form some cocktail of happenstance, desire, curiosity, ambition and need. But at the end of the day, there has to be a degree of foresight ‒ a sense of where new riches lie. So radical innovation is always one part fortuity and one part clearheaded vision >>>

Innovative Company

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.

We've reached the end of incrementalism. Only those companies that are capable of creating industry revolutions will prosper in the new economy.

To escape the curse of commoditization, a company has to be a game-changer, and that requires employees who are proactive, inventive and zealous.

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

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.  >>>

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.

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 >>>

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

Perseverance may be just as important as speed in the battle for the future.

Strategy Innovation

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

There's a simple, but oft-neglected lesson here: to sustain success, you have to be willing to abandon things that are no longer successful.

The biggest barriers to strategic renewal are almost always top management's unexamined beliefs.

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.  >>>