A Quote by Gary Hamel

Management innovation is going to be the most enduring source of competitive advantage. There will be lots of rewards for firms in the vanguard. — © Gary Hamel
Management innovation is going to be the most enduring source of competitive advantage. There will be lots of rewards for firms in the vanguard.
By taxing CO2, firms and households would have an incentive to retrofit for the world of the future. The tax would also provide firms with incentives to innovate in ways that reduce energy usage and emissions - giving them a dynamic competitive advantage.
Data show that for a variety of reasons including M&A activity, legacy and growth into emerging markets, the size of most firms' innovation footprints or networks is increasing. Obviously, the bigger the network, the greater the management, co-ordination and running costs.
Getting global innovation projects right is really important as they create competitive advantage two ways. When the knowledge for an innovation is from different sites around the world, it's very much more difficult for competitors to copy these innovation - they'd have to access the same knowledge from the same places. Secondly, costs and time to market can be significantly reduced leading to first mover advantage through parallel development in global projects.
After all, despite the economic advantage to firms that employed child labor, it was in the social interest, as a national policy, to abolish it - removing that advantage for all firms.
The Open Source theorem says that if you give away source code, innovation will occur. Certainly, Unix was done this way... However, the corollary states that the innovation will occur elsewhere. No matter how many people you hire. So the only way to get close to the state of the art is to give the people who are going to be doing the innovative things the means to do it. That's why we had built-in source code with Unix. Open source is tapping the energy that's out there.
The real competitive advantage will come to countries and companies who differentiate their offerings through education, innovation, and productivity.
There's so much innovation going on, and there are lots of people funding that innovation, but there's very little innovation on that infrastructure for innovation itself, so we like to do that ourselves to help companies create more tech companies.
Firms gain comparative advantage from how good their people are. Retaining and attracting talent is a key point of competitive advantage in the global economy. We are seeing that play out, and there are implications for Australia, too. The idea that companies now compete on who can pay their workers the lowest - that's all changing.
Innovation is the new competitive advantage.
Managing innovation will increasingly become a challenge to management, and especially to top management, and a touchstone of its competence.
People still cling to this belief that innovation is just random and unpredictable. But if you look closely, there are some real patterns. The companies that recognize and take advantage of those patterns have the real opportunity to create competitive advantage.
My favourite holdings are Vanguard's Wellington Fund, a balanced mutual fund which is a legacy investment from my first career at Wellington Management Co., and the Vanguard 500 Index Fund.
Unlike traditional asset management firms, our analysts do not follow sectors. They follow technologies - the 14 different technologies that I mentioned, involved in these five major innovation platforms.
In an economy where the only certainty is uncertainty, the one sure source of lasting competitive advantage is knowledge.
The key to investing is not assessing how much an industry is going to affect society, or how much it will grow, but rather determining the competitive advantage of any given company and, above all, the durability of that advantage.
When money, rather than innovation or value, is your competitive advantage, that's when things get boring and stagnant, and monopolies take root.
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