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An employee who's one of hundreds, rather than one of a few, is unlikely to feel personally respons
An employee who's one of hundreds, rather than one of a few, is unlikely to feel personally respons
An employee who's one of hundreds, rather than one of a few, is unlikely to feel personally respons
An employee who's one of hundreds, rather than one of a few, is unlikely to feel personally respons
An employee who's one of hundreds, rather than one of a few, is unlikely to feel personally respons
An employee who's one of hundreds, rather than one of a few, is unlikely to feel personally respons
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Gary Hamel:
Businesses fail when they over-invest in what is at the expense of what could be.Gary Hamel:
It's not unusual for a would-be entrepreneur to get turned down half a dozen times before finding aGary Hamel:
You can't build an adaptable organization without adaptable people - and individuals change only whGary Hamel:
I'm not one of those professors whose office is encased floor-to-ceiling with books. By the way, IGary Hamel:
An adaptable company is one that captures more than its fair share of new opportunities. It's alwayGary Hamel:
An enterprise that is constantly exploring new horizons is likely to have a competitive advantage iGary Hamel:
The biggest barriers to strategic renewal are almost always top management's unexamined beliefs.Gary Hamel:
In most organizations, change comes in only two flavors: trivial and traumatic. Review the historyGary Hamel:
If organized religion has become less relevant, it's not because churches have held fast to their cGary Hamel:
What's true for churches is true for other institutions: the older and more organized they get, the