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. COLLINSWe 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.
More James C. Collins Quotes
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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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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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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.
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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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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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The only way to deliver to the people who are achieving is to not burden them with the people who are not achieving.
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Companies that change best over time know first and foremost what should not change.
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To have a Welch-caliber C.E.O. is impressive.To have a century of Welch-Caliber C.E.O.’s all grown from the inside – well, that is one key reason why G.E. is a visionary company.
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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.
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You absolutely must have the discipline not to hire until you find the right people.
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A visionary company doesn’t simply balance between idealism and profitability: it seeks to be highly idealistic and highly profitable.
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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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Our findings do not represent a quick fix, or the next fashion statement in a long string of management fads, or the next buzzword of the day, or a new ‘program’ to introduce. No!
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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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People are not your most important asset….the right people are.
JAMES C. COLLINS