Summary: Good to Great Jim Collins

discipline, which arise from having the wrong people on the bus in the first place. If you get the right people on the bus, and the wrong people off, you don’t need a stupefying bureaucracy.
– Jim Collins

These companies try and understand better what their people already feel intensely passionate about, and then look for projects that are aligned with those passion

These companies try and understand better what their people already feel intensely passionate about, and then look for projects that are aligned with those passions

Lead with questions, not answers

Good is the enemy of great.

What they can be “best in the world” at.
What drives profitability for their business model.
What their people are deeply passionate about.

Managing problems efficiently will make a company good but exploiting opportunities can make it great

Good-to-great companies do something similar – they consistently stick to doing what they do best and avoid getting distracted into new fields of business that are away from their core competencies. Good-to-great companies move ahead of their competitors by pursuing only those projects that have three traits:
What they can be “best in the world” at.
What drives profitability for their business model.
What their people are deeply passionate about.

a standard of excellence founded around three elements:
Disciplined People — getting the right people in the business and then keeping them focused on excellence.
Disciplined Thought — being brutally honest about the facts and avoiding the temptation to get sidetracked on non-core ideas.
Disciplined Action — realizing what is important to achieve and what isnít.