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JIM COLLINS
In 2020, Jim released an ambitious upgrade, titled BE 2.0. This new edition adds four chapters and 15 essays, and returns Jim to his original focus on small, entrepreneurial companies. BE 2.0 honors Bill Lazier, who passed away in 2004, and extends his legacy with a chapter dedicated to the life lessons learned from Jim’s most importantmentor.
JIM COLLINS
BE 2.0 is much more than a traditional re-release. Nearly half the material in BE 2.0 is entirely new to the 2020 edition. My 2020 perspectives sit alongside the original text, complementing the foundational lessons of Beyond Entrepreneurship with four new chapters and fifteen new essays. Throughout, BE 2.0 remains true to theoriginal vision
JIM COLLINS
Level 5 leadership is a concept developed in the book Good to Great. Level 5 leaders display a powerful mixture of personal humility and indomitable will. They're incredibly ambitious, but their ambition is first and foremost for the cause, for the organization and its purpose, not themselves. While Level 5 leaders can come in manypersonality
JIM COLLINS
The Flywheel Effect. The Flywheel effect is a concept developed in the book Good to Great. No matter how dramatic the end result, good-to-great transformations never happen in one fell swoop. In building a great company or social sector enterprise, there is no single defining action, no grand program, no one killer innovation, nosolitary lucky
JIM COLLINS
First Who, Then What—get the right people on the bus—is a concept developed in the book Good to Great. Those who build great organizations make sure they have the right people on the bus and the right people in the key seats before they figure out where to drivethe
JIM COLLINS
Clock-Building, not Time Telling. Clock Building is a concept developed in the book Built to Last. Leading as a charismatic visionary—a “genius with a thousand helpers”—is time telling; shaping a culture that can thrive far beyond any single leader is clock building. Searching for a single great idea on which to buildsuccess is time
JIM COLLINS
Return on Luck is a concept developed in the book Great by Choice. Our research showed that the great companies were not generally luckier than the comparisons—they did not get more good luck, less bad luck, bigger spikes of luck, or better timing of luck. Instead, they got a higher return on luck, making more of their luck than others.JIM COLLINS
A Culture of Discipline. Culture of Discipline is a concept developed in the book Good to Great. Disciplined people who engage in disciplined thought and who take disciplined action—operating with freedom within a framework of responsibilities—this is the cornerstone of a culture that creates greatness. In a culture of discipline, people doJIM COLLINS
Fire Bullets, Then Cannonballs. Fire Bullets, Then Cannonballs is a concept developed in the book Great by Choice. First, you fire bullets (low-cost, low-risk, low-distraction experiments) to figure out what will work—calibrating your line of sight by taking small shots. Then, once you have empirical validation, you fire a cannonball JIM COLLINSCONCEPTSBOOKSTOOLSARTICLESVIDEO/AUDIOCONTACT AUTHORED BY JIM COLLINS. For more than a quarter century, Jim has studied what makes great companies tick. The result is a series of authored and coauthored books, each looking at the question from a different angle, written for leaders in the business and social sectors. learn more.JIM COLLINS
In 2020, Jim released an ambitious upgrade, titled BE 2.0. This new edition adds four chapters and 15 essays, and returns Jim to his original focus on small, entrepreneurial companies. BE 2.0 honors Bill Lazier, who passed away in 2004, and extends his legacy with a chapter dedicated to the life lessons learned from Jim’s most importantmentor.
JIM COLLINS
BE 2.0 is much more than a traditional re-release. Nearly half the material in BE 2.0 is entirely new to the 2020 edition. My 2020 perspectives sit alongside the original text, complementing the foundational lessons of Beyond Entrepreneurship with four new chapters and fifteen new essays. Throughout, BE 2.0 remains true to theoriginal vision
JIM COLLINS
Level 5 leadership is a concept developed in the book Good to Great. Level 5 leaders display a powerful mixture of personal humility and indomitable will. They're incredibly ambitious, but their ambition is first and foremost for the cause, for the organization and its purpose, not themselves. While Level 5 leaders can come in manypersonality
JIM COLLINS
The Flywheel Effect. The Flywheel effect is a concept developed in the book Good to Great. No matter how dramatic the end result, good-to-great transformations never happen in one fell swoop. In building a great company or social sector enterprise, there is no single defining action, no grand program, no one killer innovation, nosolitary lucky
JIM COLLINS
First Who, Then What—get the right people on the bus—is a concept developed in the book Good to Great. Those who build great organizations make sure they have the right people on the bus and the right people in the key seats before they figure out where to drivethe
JIM COLLINS
Return on Luck is a concept developed in the book Great by Choice. Our research showed that the great companies were not generally luckier than the comparisons—they did not get more good luck, less bad luck, bigger spikes of luck, or better timing of luck. Instead, they got a higher return on luck, making more of their luck than others.JIM COLLINS
A Culture of Discipline. Culture of Discipline is a concept developed in the book Good to Great. Disciplined people who engage in disciplined thought and who take disciplined action—operating with freedom within a framework of responsibilities—this is the cornerstone of a culture that creates greatness. In a culture of discipline, people doJIM COLLINS
Clock-Building, not Time Telling. Clock Building is a concept developed in the book Built to Last. Leading as a charismatic visionary—a “genius with a thousand helpers”—is time telling; shaping a culture that can thrive far beyond any single leader is clock building. Searching for a single great idea on which to buildsuccess is time
JIM COLLINS
Fire Bullets, Then Cannonballs. Fire Bullets, Then Cannonballs is a concept developed in the book Great by Choice. First, you fire bullets (low-cost, low-risk, low-distraction experiments) to figure out what will work—calibrating your line of sight by taking small shots. Then, once you have empirical validation, you fire a cannonballJIM COLLINS
In 2020, Jim released an ambitious upgrade, titled BE 2.0. This new edition adds four chapters and 15 essays, and returns Jim to his original focus on small, entrepreneurial companies. BE 2.0 honors Bill Lazier, who passed away in 2004, and extends his legacy with a chapter dedicated to the life lessons learned from Jim’s most importantmentor.
JIM COLLINS
Jim Collins - Tools. Concepts. Books. Tools. Articles. View All Articles Commentary Culture Leadership Organization Self-Management Social Sectors Strategy Technology Forewords. Video/Audio. Young Leaders All Video/Audio What is Great?JIM COLLINS
Clock-Building, not Time Telling. Clock Building is a concept developed in the book Built to Last. Leading as a charismatic visionary—a “genius with a thousand helpers”—is time telling; shaping a culture that can thrive far beyond any single leader is clock building. Searching for a single great idea on which to buildsuccess is time
JIM COLLINS
Culture of Discipline is a concept developed in the book Good to Great.Disciplined people who engage in disciplined thought and who take disciplined action—operating with freedom within a framework of responsibilities—this is the cornerstone of a culture that createsgreatness.
JIM COLLINS
Preserve the Core/Stimulate Progress. Preserve the Core/Stimulate Progress is a concept developed in the book Built to Last. Enduring great organizations exhibit a dynamic duality. On the one hand, they have a set of timeless core values and purpose that remain constant over time. On the other hand, they have a relentless drive forprogress
JIM COLLINS
BHAG. Video Transcript. Return to video. So, there's one guiding star, but each step along the way there's the next big mountain to climb, the next Big Hairy Audacious Goal. So, you want to think of it as that every time you're about to get to the top of the mountain, every time you're about to summit, you say to yourself, “What's the nextJIM COLLINS
Ten Lessons I Learned from Peter Drucker. By Jim Collins. Foreword to the 50 th Anniversary Edition of The Effective Executive. May 17, 2016. If you are to read one book on executive self-management, it should be this, Peter Drucker's definitive classic, The Effective Executive. It doesn't matter the size of your organization, or evenwhether
JIM COLLINS
Five Stages of Decline is a concept developed in the book How the Mighty Fall. Every institution is vulnerable to decline, no matter how great. We found that great companies often fall in five stages: 1) Hubris Born of Success, 2) Undisciplined Pursuit of More, 3) Denial of Risk and Peril, 4) Grasping for Salvation, and 5) Capitulation to Irrelevance or Death. WHERE ARE YOU ON YOUR JOURNEY OVERVIEW OF THE GOOD TO GREAT® FRAMEWORK A great organization is one that makes a distinctive impact and delivers superior performance over a long period of time. For a business, performance principally means financial results, specifically return on invested capital.JIM COLLINS
Boeing Corporation is an excellent example of how highly Visionary companies often use bold missions – or what we prefer to call BHAGs (pronounced bee-hag, short for "Big Hairy Audacious Goals")– as a particularly powerful mechanism to stimulate progress. A BHAG is not the only powerful mechanism for stimulating progress, nor do all the visionary companies use it extensively (some, like 3M JIM COLLINSCONCEPTSBOOKSTOOLSARTICLESVIDEO/AUDIOCONTACT AUTHORED BY JIM COLLINS. For more than a quarter century, Jim has studied what makes great companies tick. The result is a series of authored and coauthored books, each looking at the question from a different angle, written for leaders in the business and social sectors. learn more.JIM COLLINS
In 2020, Jim released an ambitious upgrade, titled BE 2.0. This new edition adds four chapters and 15 essays, and returns Jim to his original focus on small, entrepreneurial companies. BE 2.0 honors Bill Lazier, who passed away in 2004, and extends his legacy with a chapter dedicated to the life lessons learned from Jim’s most importantmentor.
JIM COLLINS
BE 2.0 is much more than a traditional re-release. Nearly half the material in BE 2.0 is entirely new to the 2020 edition. My 2020 perspectives sit alongside the original text, complementing the foundational lessons of Beyond Entrepreneurship with four new chapters and fifteen new essays. Throughout, BE 2.0 remains true to theoriginal vision
JIM COLLINS
Level 5 leadership is a concept developed in the book Good to Great. Level 5 leaders display a powerful mixture of personal humility and indomitable will. They're incredibly ambitious, but their ambition is first and foremost for the cause, for the organization and its purpose, not themselves. While Level 5 leaders can come in manypersonality
JIM COLLINS
The Flywheel Effect. The Flywheel effect is a concept developed in the book Good to Great. No matter how dramatic the end result, good-to-great transformations never happen in one fell swoop. In building a great company or social sector enterprise, there is no single defining action, no grand program, no one killer innovation, nosolitary lucky
JIM COLLINS
First Who, Then What—get the right people on the bus—is a concept developed in the book Good to Great. Those who build great organizations make sure they have the right people on the bus and the right people in the key seats before they figure out where to drivethe
JIM COLLINS
Clock-Building, not Time Telling. Clock Building is a concept developed in the book Built to Last. Leading as a charismatic visionary—a “genius with a thousand helpers”—is time telling; shaping a culture that can thrive far beyond any single leader is clock building. Searching for a single great idea on which to buildsuccess is time
JIM COLLINS
Return on Luck is a concept developed in the book Great by Choice. Our research showed that the great companies were not generally luckier than the comparisons—they did not get more good luck, less bad luck, bigger spikes of luck, or better timing of luck. Instead, they got a higher return on luck, making more of their luck than others.JIM COLLINS
A Culture of Discipline. Culture of Discipline is a concept developed in the book Good to Great. Disciplined people who engage in disciplined thought and who take disciplined action—operating with freedom within a framework of responsibilities—this is the cornerstone of a culture that creates greatness. In a culture of discipline, people doJIM COLLINS
Fire Bullets, Then Cannonballs. Fire Bullets, Then Cannonballs is a concept developed in the book Great by Choice. First, you fire bullets (low-cost, low-risk, low-distraction experiments) to figure out what will work—calibrating your line of sight by taking small shots. Then, once you have empirical validation, you fire a cannonball JIM COLLINSCONCEPTSBOOKSTOOLSARTICLESVIDEO/AUDIOCONTACT AUTHORED BY JIM COLLINS. For more than a quarter century, Jim has studied what makes great companies tick. The result is a series of authored and coauthored books, each looking at the question from a different angle, written for leaders in the business and social sectors. learn more.JIM COLLINS
In 2020, Jim released an ambitious upgrade, titled BE 2.0. This new edition adds four chapters and 15 essays, and returns Jim to his original focus on small, entrepreneurial companies. BE 2.0 honors Bill Lazier, who passed away in 2004, and extends his legacy with a chapter dedicated to the life lessons learned from Jim’s most importantmentor.
JIM COLLINS
BE 2.0 is much more than a traditional re-release. Nearly half the material in BE 2.0 is entirely new to the 2020 edition. My 2020 perspectives sit alongside the original text, complementing the foundational lessons of Beyond Entrepreneurship with four new chapters and fifteen new essays. Throughout, BE 2.0 remains true to theoriginal vision
JIM COLLINS
Level 5 leadership is a concept developed in the book Good to Great. Level 5 leaders display a powerful mixture of personal humility and indomitable will. They're incredibly ambitious, but their ambition is first and foremost for the cause, for the organization and its purpose, not themselves. While Level 5 leaders can come in manypersonality
JIM COLLINS
The Flywheel Effect. The Flywheel effect is a concept developed in the book Good to Great. No matter how dramatic the end result, good-to-great transformations never happen in one fell swoop. In building a great company or social sector enterprise, there is no single defining action, no grand program, no one killer innovation, nosolitary lucky
JIM COLLINS
First Who, Then What—get the right people on the bus—is a concept developed in the book Good to Great. Those who build great organizations make sure they have the right people on the bus and the right people in the key seats before they figure out where to drivethe
JIM COLLINS
Clock-Building, not Time Telling. Clock Building is a concept developed in the book Built to Last. Leading as a charismatic visionary—a “genius with a thousand helpers”—is time telling; shaping a culture that can thrive far beyond any single leader is clock building. Searching for a single great idea on which to buildsuccess is time
JIM COLLINS
Return on Luck is a concept developed in the book Great by Choice. Our research showed that the great companies were not generally luckier than the comparisons—they did not get more good luck, less bad luck, bigger spikes of luck, or better timing of luck. Instead, they got a higher return on luck, making more of their luck than others.JIM COLLINS
A Culture of Discipline. Culture of Discipline is a concept developed in the book Good to Great. Disciplined people who engage in disciplined thought and who take disciplined action—operating with freedom within a framework of responsibilities—this is the cornerstone of a culture that creates greatness. In a culture of discipline, people doJIM COLLINS
Fire Bullets, Then Cannonballs. Fire Bullets, Then Cannonballs is a concept developed in the book Great by Choice. First, you fire bullets (low-cost, low-risk, low-distraction experiments) to figure out what will work—calibrating your line of sight by taking small shots. Then, once you have empirical validation, you fire a cannonballJIM COLLINS
In 2020, Jim released an ambitious upgrade, titled BE 2.0. This new edition adds four chapters and 15 essays, and returns Jim to his original focus on small, entrepreneurial companies. BE 2.0 honors Bill Lazier, who passed away in 2004, and extends his legacy with a chapter dedicated to the life lessons learned from Jim’s most importantmentor.
JIM COLLINS
Jim Collins - Tools. Concepts. Books. Tools. Articles. View All Articles Commentary Culture Leadership Organization Self-Management Social Sectors Strategy Technology Forewords. Video/Audio. Young Leaders All Video/Audio What is Great?JIM COLLINS
Clock-Building, not Time Telling. Clock Building is a concept developed in the book Built to Last. Leading as a charismatic visionary—a “genius with a thousand helpers”—is time telling; shaping a culture that can thrive far beyond any single leader is clock building. Searching for a single great idea on which to buildsuccess is time
JIM COLLINS
Culture of Discipline is a concept developed in the book Good to Great.Disciplined people who engage in disciplined thought and who take disciplined action—operating with freedom within a framework of responsibilities—this is the cornerstone of a culture that createsgreatness.
JIM COLLINS
Preserve the Core/Stimulate Progress. Preserve the Core/Stimulate Progress is a concept developed in the book Built to Last. Enduring great organizations exhibit a dynamic duality. On the one hand, they have a set of timeless core values and purpose that remain constant over time. On the other hand, they have a relentless drive forprogress
JIM COLLINS
BHAG. Video Transcript. Return to video. So, there's one guiding star, but each step along the way there's the next big mountain to climb, the next Big Hairy Audacious Goal. So, you want to think of it as that every time you're about to get to the top of the mountain, every time you're about to summit, you say to yourself, “What's the nextJIM COLLINS
Ten Lessons I Learned from Peter Drucker. By Jim Collins. Foreword to the 50 th Anniversary Edition of The Effective Executive. May 17, 2016. If you are to read one book on executive self-management, it should be this, Peter Drucker's definitive classic, The Effective Executive. It doesn't matter the size of your organization, or evenwhether
JIM COLLINS
Five Stages of Decline is a concept developed in the book How the Mighty Fall. Every institution is vulnerable to decline, no matter how great. We found that great companies often fall in five stages: 1) Hubris Born of Success, 2) Undisciplined Pursuit of More, 3) Denial of Risk and Peril, 4) Grasping for Salvation, and 5) Capitulation to Irrelevance or Death. WHERE ARE YOU ON YOUR JOURNEY OVERVIEW OF THE GOOD TO GREAT® FRAMEWORK A great organization is one that makes a distinctive impact and delivers superior performance over a long period of time. For a business, performance principally means financial results, specifically return on invested capital.JIM COLLINS
Boeing Corporation is an excellent example of how highly Visionary companies often use bold missions – or what we prefer to call BHAGs (pronounced bee-hag, short for "Big Hairy Audacious Goals")– as a particularly powerful mechanism to stimulate progress. A BHAG is not the only powerful mechanism for stimulating progress, nor do all the visionary companies use it extensively (some, like 3M JIM COLLINSCONCEPTSBOOKSTOOLSARTICLESVIDEO/AUDIOCONTACT AUTHORED BY JIM COLLINS. For more than a quarter century, Jim has studied what makes great companies tick. The result is a series of authored and coauthored books, each looking at the question from a different angle, written for leaders in the business and social sectors. learn more.JIM COLLINS
Clock-Building, not Time Telling. Clock Building is a concept developed in the book Built to Last. Leading as a charismatic visionary—a “genius with a thousand helpers”—is time telling; shaping a culture that can thrive far beyond any single leader is clock building. Searching for a single great idea on which to buildsuccess is time
JIM COLLINS
The Stockdale Paradox. The Stockdale Paradox is a concept, along with its companion concept Confront the Brutal Facts, developed in the book Good to Great. Productive change begins when you confront the brutal facts. Every good-to-great company embraced what we came to call the "Stockdale Paradox": you must maintain unwavering faith that youJIM COLLINS
First Who, Then What—get the right people on the bus—is a concept developed in the book Good to Great. Those who build great organizations make sure they have the right people on the bus and the right people in the key seats before they figure out where to drivethe
JIM COLLINS
The Flywheel Effect. The Flywheel effect is a concept developed in the book Good to Great. No matter how dramatic the end result, good-to-great transformations never happen in one fell swoop. In building a great company or social sector enterprise, there is no single defining action, no grand program, no one killer innovation, nosolitary lucky
JIM COLLINS
Fire Bullets, Then Cannonballs. Fire Bullets, Then Cannonballs is a concept developed in the book Great by Choice. First, you fire bullets (low-cost, low-risk, low-distraction experiments) to figure out what will work—calibrating your line of sight by taking small shots. Then, once you have empirical validation, you fire a cannonballJIM COLLINS
Preserve the Core/Stimulate Progress. Preserve the Core/Stimulate Progress is a concept developed in the book Built to Last. Enduring great organizations exhibit a dynamic duality. On the one hand, they have a set of timeless core values and purpose that remain constant over time. On the other hand, they have a relentless drive forprogress
JIM COLLINS
A Culture of Discipline. Culture of Discipline is a concept developed in the book Good to Great. Disciplined people who engage in disciplined thought and who take disciplined action—operating with freedom within a framework of responsibilities—this is the cornerstone of a culture that creates greatness. In a culture of discipline, people doJIM COLLINS
Return on Luck is a concept developed in the book Great by Choice. Our research showed that the great companies were not generally luckier than the comparisons—they did not get more good luck, less bad luck, bigger spikes of luck, or better timing of luck. Instead, they got a higher return on luck, making more of their luck than others.JIM COLLINS
Confront The Brutal Facts. Confront the Brutal Facts is a concept, along with its companion concept The Stockdale Paradox, developed in the book Good to Great. Productive change begins when you confront the brutal facts. Every good-to-great company embraced what we came to call "The Stockdale Paradox" you must maintain unwavering faith thatyou
JIM COLLINSCONCEPTSBOOKSTOOLSARTICLESVIDEO/AUDIOCONTACT AUTHORED BY JIM COLLINS. For more than a quarter century, Jim has studied what makes great companies tick. The result is a series of authored and coauthored books, each looking at the question from a different angle, written for leaders in the business and social sectors. learn more.JIM COLLINS
Clock-Building, not Time Telling. Clock Building is a concept developed in the book Built to Last. Leading as a charismatic visionary—a “genius with a thousand helpers”—is time telling; shaping a culture that can thrive far beyond any single leader is clock building. Searching for a single great idea on which to buildsuccess is time
JIM COLLINS
The Stockdale Paradox. The Stockdale Paradox is a concept, along with its companion concept Confront the Brutal Facts, developed in the book Good to Great. Productive change begins when you confront the brutal facts. Every good-to-great company embraced what we came to call the "Stockdale Paradox": you must maintain unwavering faith that youJIM COLLINS
First Who, Then What—get the right people on the bus—is a concept developed in the book Good to Great. Those who build great organizations make sure they have the right people on the bus and the right people in the key seats before they figure out where to drivethe
JIM COLLINS
The Flywheel Effect. The Flywheel effect is a concept developed in the book Good to Great. No matter how dramatic the end result, good-to-great transformations never happen in one fell swoop. In building a great company or social sector enterprise, there is no single defining action, no grand program, no one killer innovation, nosolitary lucky
JIM COLLINS
Fire Bullets, Then Cannonballs. Fire Bullets, Then Cannonballs is a concept developed in the book Great by Choice. First, you fire bullets (low-cost, low-risk, low-distraction experiments) to figure out what will work—calibrating your line of sight by taking small shots. Then, once you have empirical validation, you fire a cannonballJIM COLLINS
Preserve the Core/Stimulate Progress. Preserve the Core/Stimulate Progress is a concept developed in the book Built to Last. Enduring great organizations exhibit a dynamic duality. On the one hand, they have a set of timeless core values and purpose that remain constant over time. On the other hand, they have a relentless drive forprogress
JIM COLLINS
A Culture of Discipline. Culture of Discipline is a concept developed in the book Good to Great. Disciplined people who engage in disciplined thought and who take disciplined action—operating with freedom within a framework of responsibilities—this is the cornerstone of a culture that creates greatness. In a culture of discipline, people doJIM COLLINS
Return on Luck is a concept developed in the book Great by Choice. Our research showed that the great companies were not generally luckier than the comparisons—they did not get more good luck, less bad luck, bigger spikes of luck, or better timing of luck. Instead, they got a higher return on luck, making more of their luck than others.JIM COLLINS
Confront The Brutal Facts. Confront the Brutal Facts is a concept, along with its companion concept The Stockdale Paradox, developed in the book Good to Great. Productive change begins when you confront the brutal facts. Every good-to-great company embraced what we came to call "The Stockdale Paradox" you must maintain unwavering faith thatyou
JIM COLLINS
In 2020, Jim released an ambitious upgrade, titled BE 2.0. This new edition adds four chapters and 15 essays, and returns Jim to his original focus on small, entrepreneurial companies. BE 2.0 honors Bill Lazier, who passed away in 2004, and extends his legacy with a chapter dedicated to the life lessons learned from Jim’s most importantmentor.
JIM COLLINS
The Map. Here in one place are the timeless concepts that emerged from more than 25 years of rigorous research into the question of what makes great companies tick. These concepts are used widely by leaders throughout the business and social sectors. PLAY. INPUTS. Stage 1.JIM COLLINS
Culture of Discipline is a concept developed in the book Good to Great.Disciplined people who engage in disciplined thought and who take disciplined action—operating with freedom within a framework of responsibilities—this is the cornerstone of a culture that createsgreatness.
JIM COLLINS
The 20 Mile March is a concept developed in the book Great by Choice. Enterprises that prevail in turbulence self-impose a rigorous performance mark to hit with great consistency—like hiking across the United States by marching at least 20 miles a day, every day.JIM COLLINS
Level 5 leadership is a concept developed in the book Good to Great. Level 5 leaders display a powerful mixture of personal humility and indomitable will. They're incredibly ambitious, but their ambition is first and foremost for the cause, for the organization and its purpose, not themselves. While Level 5 leaders can come in manypersonality
JIM COLLINS
Five Stages of Decline is a concept developed in the book How the Mighty Fall. Every institution is vulnerable to decline, no matter how great. We found that great companies often fall in five stages: 1) Hubris Born of Success, 2) Undisciplined Pursuit of More, 3) Denial of Risk and Peril, 4) Grasping for Salvation, and 5) Capitulation to Irrelevance or Death.JIM COLLINS
BHAG. Video Transcript. Return to video. So, there's one guiding star, but each step along the way there's the next big mountain to climb, the next Big Hairy Audacious Goal. So, you want to think of it as that every time you're about to get to the top of the mountain, every time you're about to summit, you say to yourself, “What's the nextJIM COLLINS
Your economic-denominator search is an attempt to put your finger on the way your economics actually work. Not the way you want them to, but the way they actually do. Then, with that penetrating understanding, you can begin to make a whole series of decisions. So, when you get your economic ratio, your economic denominator, whetherit be profit
JIM’S TWELVE QUESTIONS pg 4 Jim’s Twelve Questions Do we show any signs of How the Mighty Fall, and do we have enough Productive Paranoia to stay far above the Death Line? • Reading: How the Mighty Fall; Great by Choice, Chapter 5 7. notes: How can we do a better job at Clock Building, not just Time Telling? • Reading: Built to Last, Chapters 1, 2; article at jimcollins.com: “Aligning Action and Values”JIM COLLINS
USA Today. by Jim Collins. December 30, 2003. Each time the New Year rolls around and I sit down to do my annual resolutions, I reflect back to a lesson taught me by a remarkable teacher. In my mid-20s, I took a course on creativity and innovation from Rochelle Myers and Michael Ray at the Stanford Graduate School of Business, and I kept in JIM COLLINSCONCEPTSBOOKSTOOLSARTICLESVIDEO/AUDIOCONTACT AUTHORED BY JIM COLLINS. For more than a quarter century, Jim has studied what makes great companies tick. The result is a series of authored and coauthored books, each looking at the question from a different angle, written for leaders in the business and social sectors. learn more.JIM COLLINS
The Stockdale Paradox. The Stockdale Paradox is a concept, along with its companion concept Confront the Brutal Facts, developed in the book Good to Great. Productive change begins when you confront the brutal facts. Every good-to-great company embraced what we came to call the "Stockdale Paradox": you must maintain unwavering faith that youJIM COLLINS
Confront The Brutal Facts. Confront the Brutal Facts is a concept, along with its companion concept The Stockdale Paradox, developed in the book Good to Great. Productive change begins when you confront the brutal facts. Every good-to-great company embraced what we came to call "The Stockdale Paradox" you must maintain unwavering faith thatyou
JIM COLLINS
Preserve the Core/Stimulate Progress. Preserve the Core/Stimulate Progress is a concept developed in the book Built to Last. Enduring great organizations exhibit a dynamic duality. On the one hand, they have a set of timeless core values and purpose that remain constant over time. On the other hand, they have a relentless drive forprogress
JIM COLLINS
BHAG. Video Transcript. Return to video. So, there's one guiding star, but each step along the way there's the next big mountain to climb, the next Big Hairy Audacious Goal. So, you want to think of it as that every time you're about to get to the top of the mountain, every time you're about to summit, you say to yourself, “What's the nextJIM COLLINS
When you go over your “to dos” for the day, make sure you start by reviewing your “stop doings.”. #3. When you do your annual planning, don’t just say, “These are our objectives for the years one, two and three”; also have your top three objectives to stopdoing.
JIM COLLINS
Productive Paranoia is a concept developed in the book Great by Choice. The only mistakes you can learn from are the ones you survive. Leaders who stave off decline and navigate turbulence assume that conditions can unexpectedly change, violently and fast.JIM COLLINS
Your economic-denominator search is an attempt to put your finger on the way your economics actually work. Not the way you want them to, but the way they actually do. Then, with that penetrating understanding, you can begin to make a whole series of decisions. So, when you get your economic ratio, your economic denominator, whetherit be profit
JIM COLLINS
A Hypothesis: Executive and Legislative Leadership. The complex governance and diffuse power structures common in non-business lead me to a hypothesis, namely, that there are two types of leadership skill, one that we might call executive and the other that we might call legislative. In executive leadership, the individual leader has enoughJIM COLLINS
Let me talk for a moment about the importance of doing autopsies without blame—and that notion of blame is crucial. When the companies I’ve looked at have operated at their best, they have all had to confront brutal facts. For example, Darwin Smith essentially began his tenure as chief executive officer of Kimberly-Clark byasking the
JIM COLLINSCONCEPTSBOOKSTOOLSARTICLESVIDEO/AUDIOCONTACT AUTHORED BY JIM COLLINS. For more than a quarter century, Jim has studied what makes great companies tick. The result is a series of authored and coauthored books, each looking at the question from a different angle, written for leaders in the business and social sectors. learn more.JIM COLLINS
The Stockdale Paradox. The Stockdale Paradox is a concept, along with its companion concept Confront the Brutal Facts, developed in the book Good to Great. Productive change begins when you confront the brutal facts. Every good-to-great company embraced what we came to call the "Stockdale Paradox": you must maintain unwavering faith that youJIM COLLINS
Confront The Brutal Facts. Confront the Brutal Facts is a concept, along with its companion concept The Stockdale Paradox, developed in the book Good to Great. Productive change begins when you confront the brutal facts. Every good-to-great company embraced what we came to call "The Stockdale Paradox" you must maintain unwavering faith thatyou
JIM COLLINS
Preserve the Core/Stimulate Progress. Preserve the Core/Stimulate Progress is a concept developed in the book Built to Last. Enduring great organizations exhibit a dynamic duality. On the one hand, they have a set of timeless core values and purpose that remain constant over time. On the other hand, they have a relentless drive forprogress
JIM COLLINS
BHAG. Video Transcript. Return to video. So, there's one guiding star, but each step along the way there's the next big mountain to climb, the next Big Hairy Audacious Goal. So, you want to think of it as that every time you're about to get to the top of the mountain, every time you're about to summit, you say to yourself, “What's the nextJIM COLLINS
When you go over your “to dos” for the day, make sure you start by reviewing your “stop doings.”. #3. When you do your annual planning, don’t just say, “These are our objectives for the years one, two and three”; also have your top three objectives to stopdoing.
JIM COLLINS
Productive Paranoia is a concept developed in the book Great by Choice. The only mistakes you can learn from are the ones you survive. Leaders who stave off decline and navigate turbulence assume that conditions can unexpectedly change, violently and fast.JIM COLLINS
Your economic-denominator search is an attempt to put your finger on the way your economics actually work. Not the way you want them to, but the way they actually do. Then, with that penetrating understanding, you can begin to make a whole series of decisions. So, when you get your economic ratio, your economic denominator, whetherit be profit
JIM COLLINS
A Hypothesis: Executive and Legislative Leadership. The complex governance and diffuse power structures common in non-business lead me to a hypothesis, namely, that there are two types of leadership skill, one that we might call executive and the other that we might call legislative. In executive leadership, the individual leader has enoughJIM COLLINS
Let me talk for a moment about the importance of doing autopsies without blame—and that notion of blame is crucial. When the companies I’ve looked at have operated at their best, they have all had to confront brutal facts. For example, Darwin Smith essentially began his tenure as chief executive officer of Kimberly-Clark byasking the
JIM COLLINS
BHAG. Video Transcript. Return to video. So, there's one guiding star, but each step along the way there's the next big mountain to climb, the next Big Hairy Audacious Goal. So, you want to think of it as that every time you're about to get to the top of the mountain, every time you're about to summit, you say to yourself, “What's the nextJIM COLLINS
Fire Bullets, Then Cannonballs. Fire Bullets, Then Cannonballs is a concept developed in the book Great by Choice. First, you fire bullets (low-cost, low-risk, low-distraction experiments) to figure out what will work—calibrating your line of sight by taking small shots. Then, once you have empirical validation, you fire a cannonballJIM COLLINS
One of the true tests of good research is that you find things that you don’t expect. One of the best tests of good research in the social sciences is that you find things that you don’t like.JIM COLLINS
A Culture of Discipline. Culture of Discipline is a concept developed in the book Good to Great. Disciplined people who engage in disciplined thought and who take disciplined action—operating with freedom within a framework of responsibilities—this is the cornerstone of a culture that creates greatness. In a culture of discipline, people doJIM COLLINS
Return to audio. If you’re in a corporation and you want to work with the three circles, first let me emphasize that getting your Hedgehog Concept—getting your three circles right—is not an event. It’s not an offsite. It’s not something that you can get in one shot. It’s not something that is going to come, in most cases,overnight.
JIM COLLINS
Creating a Pocket of Greatness. Audio Transcript. Return to audio. Let me just tell a very brief story to answer your question and then give you the punchline of that story. A man I admire greatly, whom I think is Level 5 in what he does, is a high school science teacher here inJIM COLLINS
A Hypothesis: Executive and Legislative Leadership. The complex governance and diffuse power structures common in non-business lead me to a hypothesis, namely, that there are two types of leadership skill, one that we might call executive and the other that we might call legislative. In executive leadership, the individual leader has enoughJIM COLLINS
“I developed our business model on the idea of creating an enduring, great company—just as you taught us to do at Stanford—and the VCs looked at me as if I were crazy.JIM COLLINS
Ten Lessons I Learned from Peter Drucker. By Jim Collins. Foreword to the 50 th Anniversary Edition of The Effective Executive. May 17, 2016. If you are to read one book on executive self-management, it should be this, Peter Drucker's definitive classic, The Effective Executive. It doesn't matter the size of your organization, or evenwhether
JIM COLLINS
The Council as a Mechanism to Understand the Inflection Points of Change. I was recently reading a copy of Andy Grove’s book Only the Paranoid Survive. The essential point of this book is that organizations hit strategic inflection points that force a dramatic change in one form or another. For example, in the case of Intel,there was a
JIM COLLINSCONCEPTSBOOKSTOOLSARTICLESVIDEO/AUDIOCONTACT AUTHORED BY JIM COLLINS. For more than a quarter century, Jim has studied what makes great companies tick. The result is a series of authored and coauthored books, each looking at the question from a different angle, written for leaders in the business and social sectors. learn more.JIM COLLINS
Clock-Building, not Time Telling. Clock Building is a concept developed in the book Built to Last. Leading as a charismatic visionary—a “genius with a thousand helpers”—is time telling; shaping a culture that can thrive far beyond any single leader is clock building. Searching for a single great idea on which to buildsuccess is time
JIM COLLINS
The Stockdale Paradox. The Stockdale Paradox is a concept, along with its companion concept Confront the Brutal Facts, developed in the book Good to Great. Productive change begins when you confront the brutal facts. Every good-to-great company embraced what we came to call the "Stockdale Paradox": you must maintain unwavering faith that youJIM COLLINS
First Who, Then What—get the right people on the bus—is a concept developed in the book Good to Great. Those who build great organizations make sure they have the right people on the bus and the right people in the key seats before they figure out where to drivethe
JIM COLLINS
A Culture of Discipline. Culture of Discipline is a concept developed in the book Good to Great. Disciplined people who engage in disciplined thought and who take disciplined action—operating with freedom within a framework of responsibilities—this is the cornerstone of a culture that creates greatness. In a culture of discipline, people doJIM COLLINS
Level 5 leadership is a concept developed in the book Good to Great. Level 5 leaders display a powerful mixture of personal humility and indomitable will. They're incredibly ambitious, but their ambition is first and foremost for the cause, for the organization and its purpose, not themselves. While Level 5 leaders can come in manypersonality
JIM COLLINS
Fire Bullets, Then Cannonballs. Fire Bullets, Then Cannonballs is a concept developed in the book Great by Choice. First, you fire bullets (low-cost, low-risk, low-distraction experiments) to figure out what will work—calibrating your line of sight by taking small shots. Then, once you have empirical validation, you fire a cannonballJIM COLLINS
Confront The Brutal Facts. Confront the Brutal Facts is a concept, along with its companion concept The Stockdale Paradox, developed in the book Good to Great. Productive change begins when you confront the brutal facts. Every good-to-great company embraced what we came to call "The Stockdale Paradox" you must maintain unwavering faith thatyou
JIM COLLINS
Return on Luck is a concept developed in the book Great by Choice. Our research showed that the great companies were not generally luckier than the comparisons—they did not get more good luck, less bad luck, bigger spikes of luck, or better timing of luck. Instead, they got a higher return on luck, making more of their luck than others.JIM COLLINS
Your economic-denominator search is an attempt to put your finger on the way your economics actually work. Not the way you want them to, but the way they actually do. Then, with that penetrating understanding, you can begin to make a whole series of decisions. So, when you get your economic ratio, your economic denominator, whetherit be profit
JIM COLLINSCONCEPTSBOOKSTOOLSARTICLESVIDEO/AUDIOCONTACT AUTHORED BY JIM COLLINS. For more than a quarter century, Jim has studied what makes great companies tick. The result is a series of authored and coauthored books, each looking at the question from a different angle, written for leaders in the business and social sectors. learn more.JIM COLLINS
Clock-Building, not Time Telling. Clock Building is a concept developed in the book Built to Last. Leading as a charismatic visionary—a “genius with a thousand helpers”—is time telling; shaping a culture that can thrive far beyond any single leader is clock building. Searching for a single great idea on which to buildsuccess is time
JIM COLLINS
The Stockdale Paradox. The Stockdale Paradox is a concept, along with its companion concept Confront the Brutal Facts, developed in the book Good to Great. Productive change begins when you confront the brutal facts. Every good-to-great company embraced what we came to call the "Stockdale Paradox": you must maintain unwavering faith that youJIM COLLINS
First Who, Then What—get the right people on the bus—is a concept developed in the book Good to Great. Those who build great organizations make sure they have the right people on the bus and the right people in the key seats before they figure out where to drivethe
JIM COLLINS
A Culture of Discipline. Culture of Discipline is a concept developed in the book Good to Great. Disciplined people who engage in disciplined thought and who take disciplined action—operating with freedom within a framework of responsibilities—this is the cornerstone of a culture that creates greatness. In a culture of discipline, people doJIM COLLINS
Level 5 leadership is a concept developed in the book Good to Great. Level 5 leaders display a powerful mixture of personal humility and indomitable will. They're incredibly ambitious, but their ambition is first and foremost for the cause, for the organization and its purpose, not themselves. While Level 5 leaders can come in manypersonality
JIM COLLINS
Fire Bullets, Then Cannonballs. Fire Bullets, Then Cannonballs is a concept developed in the book Great by Choice. First, you fire bullets (low-cost, low-risk, low-distraction experiments) to figure out what will work—calibrating your line of sight by taking small shots. Then, once you have empirical validation, you fire a cannonballJIM COLLINS
Confront The Brutal Facts. Confront the Brutal Facts is a concept, along with its companion concept The Stockdale Paradox, developed in the book Good to Great. Productive change begins when you confront the brutal facts. Every good-to-great company embraced what we came to call "The Stockdale Paradox" you must maintain unwavering faith thatyou
JIM COLLINS
Return on Luck is a concept developed in the book Great by Choice. Our research showed that the great companies were not generally luckier than the comparisons—they did not get more good luck, less bad luck, bigger spikes of luck, or better timing of luck. Instead, they got a higher return on luck, making more of their luck than others.JIM COLLINS
Your economic-denominator search is an attempt to put your finger on the way your economics actually work. Not the way you want them to, but the way they actually do. Then, with that penetrating understanding, you can begin to make a whole series of decisions. So, when you get your economic ratio, your economic denominator, whetherit be profit
JIM COLLINS
In 2020, Jim released an ambitious upgrade, titled BE 2.0. This new edition adds four chapters and 15 essays, and returns Jim to his original focus on small, entrepreneurial companies. BE 2.0 honors Bill Lazier, who passed away in 2004, and extends his legacy with a chapter dedicated to the life lessons learned from Jim’s most importantmentor.
JIM COLLINS
The Map. Here in one place are the timeless concepts that emerged from more than 25 years of rigorous research into the question of what makes great companies tick. These concepts are used widely by leaders throughout the business and social sectors. PLAY. INPUTS. Stage 1.JIM COLLINS
Jim Collins - Tools. Concepts. Books. Tools. Articles. View All Articles Commentary Culture Leadership Organization Self-Management Social Sectors Strategy Technology Forewords. Video/Audio. Young Leaders All Video/Audio What is Great?JIM COLLINS
Fire Bullets, Then Cannonballs. Fire Bullets, Then Cannonballs is a concept developed in the book Great by Choice. First, you fire bullets (low-cost, low-risk, low-distraction experiments) to figure out what will work—calibrating your line of sight by taking small shots. Then, once you have empirical validation, you fire a cannonballJIM COLLINS
Level 5 leadership is a concept developed in the book Good to Great. Level 5 leaders display a powerful mixture of personal humility and indomitable will. They're incredibly ambitious, but their ambition is first and foremost for the cause, for the organization and its purpose, not themselves. While Level 5 leaders can come in manypersonality
JIM COLLINS
Return on Luck is a concept developed in the book Great by Choice. Our research showed that the great companies were not generally luckier than the comparisons—they did not get more good luck, less bad luck, bigger spikes of luck, or better timing of luck. Instead, they got a higher return on luck, making more of their luck than others.JIM COLLINS
When you go over your “to dos” for the day, make sure you start by reviewing your “stop doings.”. #3. When you do your annual planning, don’t just say, “These are our objectives for the years one, two and three”; also have your top three objectives to stopdoing.
JIM COLLINS
A Hypothesis: Executive and Legislative Leadership. The complex governance and diffuse power structures common in non-business lead me to a hypothesis, namely, that there are two types of leadership skill, one that we might call executive and the other that we might call legislative. In executive leadership, the individual leader has enoughJIM COLLINS
Return to audio. If you’re in a corporation and you want to work with the three circles, first let me emphasize that getting your Hedgehog Concept—getting your three circles right—is not an event. It’s not an offsite. It’s not something that you can get in one shot. It’s not something that is going to come, in most cases,overnight.
JIM COLLINS
HalfTime. By Bob Buford. Foreword by Jim Collins. November 2007. Bob Buford has a peculiar genius for inspiring people to embrace discomfort. I first met Bob in 1996 when he asked me to teach pastors from large evangelical churches. I knew nothing about megachurches, and I wondered if I could possibly contribute to their thinking. contact about servicesJIM COLLINS
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CONCEPTS
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Turning the Flywheel Jim's latest monograph, in which he shares new and practical insights into one of his most impactful ideas.learn more
JIM'S SEVEN QUESTIONS: Learning From Young Leaders In 2012 and 2013, Jim had the honor to serve as the Class of 1951 Chair for the Study of Leadership at the United States Military Academy at West Point. He came away from the experience inspired by the young women and men he had met and learned from. In 2015, he consolidated his reflections into a talk for the Global Leadership Summit, organized into seven questions. While its message speaks to leaders of all ages, Jim developed the talk with those under age 35very much in mind.
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AUTHORED BY JIM COLLINS For more than a quarter century, Jim has studied what makes great companies tick. The result is a series of authored and coauthored books, each looking at the question from a different angle, written for leaders in the business and social sectors.learn more
JIM'S CONCEPTS
Here in one place are the timeless concepts that emerged from more than 25 years of rigorous research into the question of what makes great companies tick. These concepts are used widely by leaders throughout the business and social sectors.learn more
CONCEPTS
A list of Jim Collins's core concepts that you can find throughout hisbooks.
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Turning the FlywheelGood to Great
Built to Last
Great by Choice
Good to Great and the Social SectorsHow the Mighty Fall
Beyond EntrepreneurshipARTICLES
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Jim's Twelve Questions (pdf) Good to Great® Diagnostic Tool (pdf)Discussion Guide
Vision Framework (pdf)Recommended Reading
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Young Leaders
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What is Great?
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