A noble purpose inspires sacrifice, stimulates innovation and encourages perseverance.
From Gary Hamel
Today, no leader can afford to be indifferent to the challenge of engaging employees in the work of creating the future. Engagement may have been optional in the past, but it's pretty much the whole game today.
An enterprise that is constantly exploring new horizons is likely to have a competitive advantage in attracting and retaining talent.
Trust is not simply a matter of truthfulness, or even constancy. It is also a matter of amity and goodwill. We trust those who have our best interests at heart, and mistrust those who seem deaf to our concerns.
To escape the curse of commoditization, a company has to be a game-changer, and that requires employees who are proactive, inventive and zealous.
As the great grandchildren of the industrial revolution, we have learned, at last, that the heedless pursuit of more is unsustainable and, ultimately, unfulfilling. Our planet, our security, our sense of equanimity and our very souls demand something better, something different.
You can't build an adaptable organization without adaptable people - and individuals change only when they have to, or when they want to.
Management innovation is going to be the most enduring source of competitive advantage. There will be lots of rewards for firms in the vanguard.
I was frustrated for a long time with my colleagues in the business school world and with so many management authors who didn't really see themselves as innovators. They were glorified journalists.
Building human-centered organizations doesn't imply a return to the paternalistic, corporate welfare practices of the 19th century. Most of us don't want to be nannied.
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