A Quote by Gary Hamel

The biggest barriers to strategic renewal are almost always top management's unexamined beliefs. — © Gary Hamel
The biggest barriers to strategic renewal are almost always top management's unexamined beliefs.
Strategic management is not a box of tricks or a bundle of techniques. It is analytical thinking and commitment of resources to action. But quantification alone is not planning. Some of the most important issues in strategic management cannot be quantified at all.
Top athletes understand that to play at their best, they must alternate periods of intense performance with periods of strategic renewal.
Dangers lurk in all systems. Systems incorporate the unexamined beliefs of their creators. Adopt a system, accept its beliefs, and you help strengthen the resistance to change
Strategic planning for projects management using a project management maturity model
I believe that the idea of strategic beliefs may be more important than strategic planning when thinking about how you keep the long view.
Modern liberalism, for most liberals is not a consciously understood set of rational beliefs, but a bundle of unexamined prejudices and conjoined sentiments. The basic ideas and beliefs seem more satisfactory when they are not made fully explicit, when they merely lurk rather obscurely in the background, coloring the rhetoric and adding a certain emotive glow.
Look - I understand that an unexamined life is not worth living, but do you think I could someday have an unexamined lunch?
I believe that there are barriers, educational barriers, cultural barriers, societal barriers, that are keeping people from accessing the promise of a vibrant free enterprise economy.
Managing innovation will increasingly become a challenge to management, and especially to top management, and a touchstone of its competence.
The biggest - one of the biggest barriers to driving economic growth is the capital gains tax rate. I propose taking it to zero.
Ideally, you will develop strategic response to your place in the corporate lifecycle to identify new paths of strategic renewal. You will look for new growth curves that can be started early enough to replace declining products and you will try to identify whole new curves that will take the organisation to new levels of growth as a whole.
I think stupidity in business is really an interesting thing. What winds up happening is a disconnect between your company's strategic management and then your more applied on-the-street management. I guarantee with you that the board of directors of most companies has no idea what the costs of hiring people really is in the HR department.
Strategic planning is not strategic thinking. Indeed, strategic planning often spoils strategic thinking, causing managers to confuse real vision with the manipulation of numbers.
I have observed that people make strategic plans for brands, businesses, and companies, but they are not always strategic about themselves.
"Top" management is supposed to be a tree full of owls-hooting when management heads into the wrong part of the forest. I'm still unpersuaded they even know where the forest is.
We can determine our strategic part or strategic options, but the strategic framework is something which will evolve from the interaction of world powers with each other.
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