Gary Hamel Quotes

Strauss Group continues to strengthen its future growth engines, improve the company's competitive position, and increase market share, while continuing streamlining processes, improvements, and carrying out organizational adjustments in the company.

We really must recover our financial performance and take Nintendo back into the position in the marketplace where it is well appreciated.

The annals of business are filled with stories of companies that thought they had it made and could milk their enterprises without having to bother about improving their products or services. It's amazing how fast they found their markets disappearing.

The good news about building a company during times like this is that the companies that do succeed are going to be extremely strong and resilient.

In any business that grows big on one business model, transitions can throw everything in the air.

No company can afford not to move forward. It may be at the top of the heap today but at the bottom of the heap tomorrow, if it doesn't.

From my point of view, my job is just to work hard for our franchisees, so they can maintain the position they're in, and to grow market share.

When you look at a company that's already succeeded or is at the very top of its game, it isn't necessarily when it's executing well. It tends to be peacetime - you've defeated the competition, you have the highest margins, the highest multiple.

My goal in coming to General Motors was to help restore profitability, build a strong market position and position this iconic company for success. We are clearly on that path.

Businesswise, everything's been good.

I don't really care about capitalizing on momentum.

I never expect business to be easy.

It is good to have competition because that helps you survive in the long run.

We are trying to build large, lasting businesses.

Bayern want a decade of success like Barca. That's OK if you have the money because it increases the possibility of success. But it's not guaranteed.

So many entrepreneurs view their companies as their babies. They micromanage, and they stall.

We have achieved tremendous success in Ireland and internationally on the strength of our creativity and design skills.

U.S. companies are innovative and entrepreneurial.

The progress we have made in a short amount of time gives me confidence we're making the right moves to turn around our business and reposition McDonald's as a modern, progressive burger company.

Companies want to innovate. Companies that don't innovate wither on the vine. The connection between STEM fields (science, technology, engineering, and mathematics) and the financial stability of a nation is what needs to established.

I learned from growing a business that it's important to listen to everyone how we can do better.

In order to generate extraordinary profits, you must have a focus that is beyond profits. You need to focus on how you serve your clients.

The rigor and discipline we use in running our business is key to consistently executing our growth strategy. And we systematically applied the same discipline to our investments, including acquisitions.

We play sometimes against teams with more individual quality than us, better players, bigger budgets, whatever, but we try to play our football. We don't try to change too much in our philosophy, in our model.

We have to have a successful box business if we are going to go beyond the box.