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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

It may seem odd to talk about something as soft and fuzzy as “passion” as an integral part of a strategic framework. But throughout the good-to-great companies, passion became a key part of the Hedgehog Concept.
JAMES C. COLLINS

Business Keys Passion
Those who turn good organizations into great organizations are motivated by a deep creative urge and an inner compulsion for sheer unadulterated excellence for its own sake.
JAMES C. COLLINS

Leadership Motivation Organization
I’ve never found an important decision made by a great organization that was made at a point of unanimity.
JAMES C. COLLINS

Decision Leadership Organization
The inner experience of fallure is totally different than failure. Going to fallure means 100% commitment – you leave nothing in reserve, no mental or physical resource untapped, you never give yourself a psychological out.
JAMES C. COLLINS

Letting Go Mean Pain
If you have more than three priorities then you don’t have any.
JAMES C. COLLINS

Consciousness Priorities Three
Those who build and perpetuate mediocrity…are motivated more by the fear of being left behind.
JAMES C. COLLINS

Marketing Mediocrity Motivated
In a world of constant change, the fundamentals are more important than ever.
JAMES C. COLLINS

Communication Fundamentals Important
People are not your most important asset….the right people are.
JAMES C. COLLINS

Good Great Important People
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

Ironic Lasts Organization
By definition, it is not possible to everyone to be above the average.
JAMES C. COLLINS

Average Definitions Good Great
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.
JAMES C. COLLINS

Humility Leadership Success
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 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
Everytime you think of it, the idea in your head seems to get more vivid, filled in with more detail:
JAMES C. COLLINS

Every Time Filled Seems Think
Not all time in life is equal. How many opportunities do you get to talk about what your life is going to add up to with people thinking about the same question?
JAMES C. COLLINS

Opportunity People Thinking
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.
JAMES C. COLLINS

Inevitably REquired Rigor Significant

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.

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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.

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