A visionary company doesn’t simply balance between preserving a tightly held core ideology and stimulating vigorous change and movement; it does both to an extreme.
JAMES C. COLLINSNo matter what. Wherever your mind wanders, it seems to turn up at the same Field of Dreams. It’s the vision you wake up with in the morning, and it’s the last thing you picture before you fall asleep.
More James C. Collins Quotes
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Profit is like oxygen, food, water, and blood for the body; they are not the point of life, but without them, there is no life.
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Everytime you think of it, the idea in your head seems to get more vivid, filled in with more detail:
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The secret to a successful retirement is to find your retirement sweet spot. The sweet spot is where your passions, what you do best, and what people will pay you to do overlap.
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The only acceptable goals are measurable,” but that’s actually an undisciplined statement. Lots of goals-beauty, quality, life change, love-are worthy but not quantifiable. But you do have to be able to tell if you’re making progress.
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Significant decisions carry risks and inevitably some will oppose it. In these settings, the great legislative leader must be artful in handling uncomfortable decisions, and this requires rigor.
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No matter what. Wherever your mind wanders, it seems to turn up at the same Field of Dreams. It’s the vision you wake up with in the morning, and it’s the last thing you picture before you fall asleep.
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The only way to make any company visionary is through a long-term commitment to an eternal process of building the organization to preserve the core and stimulate progress.
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If you have a charismatic cause you don’t need to be a charismatic leader.
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In an ironic twist, I now see Good to Great not as a sequel to Built to Last, but more of a prequel. Good to Great is about how to turn a good organization into one that produces sustained great results.
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The best CEOs in our research display tremendous ambition for their company combined with the stoic will to do whatever it takes, no matter how brutal (within the bounds of the company’s core values), to make the company great.
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Not one of the good-to-great companies focused obsessively on growth.
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Genius of AND. Embrace both extremes on a number of dimensions at the same time. Instead of choosing a OR B, figure out how to have A AND B-purpose AND profit, continuity AND change, freedom AND responsibility, etc.
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First figure out your partners, then figure out what ideas to pursue. The most important thing isn’t the market you target, the product you develop or the financing, but the founding team.
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Mediocrity results first and foremost from management failure, not technological failure.
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…the question, Why try for greatness? would seem almost tautological. If you’re doing something you care that much about, and you believe in its purpose deeply enough, then it is impossible to imagine not trying to make it great. It’s just a given.
JAMES C. COLLINS






