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

James C. Collins

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
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
Mediocrity results first and foremost from management failure, not technological failure.
JAMES C. COLLINS

Firsts Management Mediocrity
People are not your most important asset….the right people are.
JAMES C. COLLINS

Good Great Important People
You absolutely must have the discipline not to hire until you find the right people.
JAMES C. COLLINS

Discipline People Right Until
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
We must reject the idea… Well-intentioned, but dead wrong… That the primary path to greatness in the social sectors is to become “more like a business.” Most businesses… Like most of anything else in life… Fall somewhere between mediocre and good.
JAMES C. COLLINS

Business Fall Greatness
It’s what you do before you are in trouble, so that you can be strong when people most need you.
JAMES C. COLLINS

Needs People Strong
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
Great companies foster a productive tension between continuity and change.
JAMES C. COLLINS

Company Continuity Great Tension
The purpose of bureaucracy is to compensate for incompetence and lack of discipline.
JAMES C. COLLINS

Business Discipline Purpose
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
Level 5 leaders are fanatically driven, infected with an incurable need to produce sustained results. They are resolved to do whatever it takes to make the company great, no matter how big or hard the decisions.
JAMES C. COLLINS

Decision Leadership Needs
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 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
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

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

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

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