Gary Hamel Quotes

The one characteristic more essential than any other is foresight... It should be the growing nation with a future which takes the long look ahead.

Now is the time to fix the next 10 years.

When I came into the CEO office, I basically changed the entire management team. We knew that we had to change the company, so we needed a new set of leaders.

Change before you're forced to change.

As the CEO, I have to take care of the short term, mid term and the long term.

I couldn't wait to get to the most powerful position, because I thought then I would be able to fix problems that only the leader can fix. But when I got there, I realized we needed revolutionary change.

So in one leap we had gone from being a friendly society to something almost professional.

The challenge is the culture. You have to have a vision for the BBC-it can't merely be that it's big and has a place in the market.

For us, we are moving a company that has been around for 137 years to the next level so that we can be there for the next 137 years.

I must analyze, from what I do now, what will be the impact two or three or five years in the future. What is the statement I want to make?

I'm fascinated by management and organizations: how organizations get things done and how successful organizations are built and maintained, how they evolve as they grow from start-ups to small companies to medium companies to big companies.

If the culture you have is radically different from an 'experiment and take-risk' culture, then you have a big change you going to have to make - and no little gimmicks are going to do it for you.

If GE's strategy of investment in China is wrong, it represents a loss of a billion dollars, perhaps a couple of billion dollars. If it is right, it is the future of this company for the next century.

We do as much harm holding onto programs and people past their natural life span as we do when we employ massive organizational air strikes. However, destroying comes at the end of life's cycle, not as a first response.

Two types of choices seem to me to have been crucial in tipping their outcomes towards success or failure: long-term planning, and willingness to reconsider core values.

Successful reform requires a long-term vision, driven by political leadership.

I'm committed to structural changes.

My goal is to change NXT. It is to change every company I've ever been to, and I've changed every company.

You have to seed internal disruptors. You need sources of internal disruption. They don't guarantee your survival, but you have got to try.

The thing I'm most proud of in my career was to be able to help two organizations go someplace that they've never been before. Not many people get that opportunity to do it with one.

Leaders establish the vision for the future and set the strategy for getting there; they cause change. They motivate and inspire others to go in the right direction and they, along with everyone else, sacrifice to get there.

The ablest administrators do not merely draw logical conclusions from the array of facts of the past which their expert assistants bring to them, they have a vision of the future.

While our responses to the problems facing us immediately are also important, we cannot forget to carve out the future of Japan ten or one hundred years into the future. In doing so, we must not resort to superficial measures. Instead, it is imperative to engage in true reforms that ascertain the state of society we seek to achieve.

What's important now? - To evaluate the past, focus on the future, and tell you what you have to do in the present

All innovation begins with vision. It’s what happens next that is critical.