Intro

Speaker 2
There's so many ideas inside this book and it's great pleasure to have you back again. Welcome Gary Hamill.
Speaker 1
Yeah. Thanks to be back, Aiden.
Speaker 2
And I have to say right across this entire series, I'll repeat myself. I'll trigger Gary to repeat himself, but I want you to treat it like a research project to get a real handle of this content. But I wanted to start on a couple of ideas today. And as Mark Twain said, history doesn't repeat, but it rhymes and there's templates here for your company today. So I thought one thing we'd start with Gary was foresight. This is always a challenge getting it right, but the themes I think is what people miss. It's the themes you're looking for. And one of the things you wrote, I thought sets us up nicely as a sense of possibility is just as important as a sense of foreboding and inducing a company to escape its past. However, unappealing a company's present situation, it is unlikely to abandon the past for the future unless it has created for itself an alluring vista of the future opportunities, an opportunity horizon that presents a compelling alternative to simply reliving yesterday's successes. To give up the bird in hand, a company must see a dozen birds in the bush. Beautifully said. Over to you.
Speaker 1
Yeah. Well, I think the idea there is just to one degree or another, we are all prisoners of the past. And in particular, large organizations were built basically to be replication machines, to do the same things over and over again. And it is a little scary to reallocate resources, reallocate time, pursue something that is less certain than simply repeating what you're already doing. It's true in our own lives and it's true in organizations as well. And so, yes, it's very, very important to have this point of view about who are we becoming? Where are we going? What does the future hold for us?

Gary Hamel - Competing For The Future Part 2

The Innovation Show

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