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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.

James C. Collins

If I’m going really, really fast, I can do a page of finished text a day, on average.
JAMES C. COLLINS

Average Finished Pages Text
The main point is first get the right people on the bus (and wrong people off the bus) before you figure out where to drive it. The second key point is the degree of sheer rigor in people decisions in order to take a company from Good to Great.
JAMES C. COLLINS

Keys Order People Point Second
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. COLLINS

Change Extreme Stimulating Visionary
The only way to deliver to the people who are achieving is to not burden them with the people who are not achieving.
JAMES C. COLLINS

Achieve People Way
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.
JAMES C. COLLINS

Able Goals Quantifiable Statements Undisciplined
A great company will have many once-in-a-liftetime opportunities.
JAMES C. COLLINS

Business Company Great Opportunity
An organization is not truly great, if it cannot be great without you.
JAMES C. COLLINS

Great Organization People Without
Great companies foster a productive tension between continuity and change.
JAMES C. COLLINS

Company Continuity Great Tension
You not only want to win a gold medal at the Olympics, you not only can see yourself standing there on the podium, but you can also feel the goose bumps as your national anthem is played; the tears are in your eyes. (That’s how real a dream can be and should be)
JAMES C. COLLINS

Anthem Olympic Played Podium Standing
In a truly great company profits and cash flow become like blood and water to a healthy body: They are absolutely essential for life but they are not the very point of life
JAMES C. COLLINS

Blood Business Responsibility
We learned that a former prisoner of war had more to teach us about what it takes to find a path to greatness than most books on corporate strategy.
JAMES C. COLLINS

Book Corporate Greatness Strategy War
The moment you feel the need to tightly manage someone, you’ve made a hiring mistake. The best people don’t need to be managed. Guided, taught, led-yes. But not tightly managed.
JAMES C. COLLINS

Business Mistake People
The greatest leaders build organizations that, in the end, don’t need them.
JAMES C. COLLINS

Leader Needs Organization
I can just let my curiosity wander unleashed.
JAMES C. COLLINS

Curiosity Unleashed Wander
People are not your most important asset….the right people are.
JAMES C. COLLINS

Good Great Important People
Those who build great companies understand that the ultimate throttle on growth for any great company is not markets, or technology, or competition, or products. It is one thing above all others: the ability to get and keep enough of the right people.
JAMES C. COLLINS

Business Company Great Markets People Technology

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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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.

Related Topics

Popular Authors

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