Gary Hamel Quotes

The next thing is: we can make IBM even better. We brought IBM back but we're gunning for leadership.

You've got to figure out how you're going to come in and significantly impact and redefine a market such that you become a market share leader in it.

I'd rather Apple cannibalize Apple than somebody else cannibalize Apple.

The competitor to be feared is one who never bothers about you at all, but goes on making his own business better all the time.

Moving with the times is an important idea for strategy today.

If I knew what the next big thing was, I'd be doing it now.

If we see an opportunity in the software/hardware seam, we're going to take it.

If you look at the numbers from 2002 to 2016, we have consistently been market leaders. We have followed a well-articulated strategy, and our focus is to continue that strategy.

A monopoly is like running on firm ground. Nothing compels you to move, but if you do, you move forward. The faster you run, the more scenery you see - so you have some incentive to run fast.

The opportunity ahead for Microsoft is vast, but to seize it, we must focus clearly, move faster, and continue to transform.

We shook up the industry with our landscape-changing deal to acquire Time Warner, the logical next step in our strategy to bring together world-class content with best-in-class distribution which will drive innovation and more choice for consumers.

Unless you stay focused on innovation, you can be disintermediated.

If you are in business and you can do something to get ahead of your rival business, you are going to do it.

To thrive, all businesses must focus on the art of self-disruption. Rather than wait for the competition to steal your business, every founder and employee needs to be willing to cannibalize their existing revenue streams in order to create new ones. All disruption starts with introspection.

Competition matters.

I have no problem with money coming in and spawning competition. I am honest enough to admit that Mahindra & Mahindra would not have been going to the IITs and doing research if there was no competition.

Business comes and goes and we make a strategic decision that could lead you to whole new place.

New products, new markets, new investors, and new ways of doing things are the lifeblood of growth. And while each innovation carries potential risk, businesses that don't innovate will eventually diminish.

We can only compete in the world against competitors from Asia, the United States, or wherever if we look at unmet needs.

I think we operate in a very dynamic marketplace, and as such, we need to constantly innovate.

If you could get all the people in the organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time.

Whether you lead an early-stage startup or a well-established company, it is critical to challenge yourself and your team to prepare for the next disruptive force - be it a shift in the market, a new consumer trend, or a competing innovation.

I enjoy looking at other people's products and learning from them. We take all of our competitors very seriously, as you know. You have to respect Intel. But we have our own tricks up our sleeves.

Whether in services or in manufacturing, the trick is to stay ahead of the curve. I believe we should not wait to be disrupted - we should become disruptors ourselves.

There are companies that are good at improving what they're already doing. There are companies that are good at extending what they're doing. And finally there are companies that are good at innovation. Every large company has to be able to do all three - improve, extend, and innovate - simultaneously.