If you’re involved in building and managing a company, we’re asking you to think less in terms of being a brilliant product visionary or seeking the personality characteristics of charismatic leadership, and to think more in terms of being an organizational visionary and building the characteristics of a visionary company.

— James C. Collins

James C. Collins Quotes

To create an effective envisioned future requires a certain level of unreasonable confidence and commitment. Keep in mind that a BHAG is not just a goal; it is a Big, Hairy, Audacious Goal.

— James C. Collins

You get the best people, you build them into the best managers in the industry, and you accept the fact that some of them will be recruited to become CEOs of other companies.

— James C. Collins

In other words, the budget process is not about figuring out how much each activity gets, but about determining which activities best support the Hedgehog Concept and should be fully strengthened and which should be eliminated entirely.

— James C. Collins

Greatness is an inherently dynamic process, not an end point. The moment you think of yourself as great, your slide toward mediocrity will have already begun.

— James C. Collins

Larger-than-life, celebrity leaders who ride in from the outside are negatively correlated with taking a company from good to great. Ten of eleven good-to-great CEOs came from inside the company, whereas the comparison companies tried outside CEOs six times more often.

— James C. Collins

The good-to-great companies did not focus principally on what to do to become great; they focused equally on what not to do and what to stop doing.

— James C. Collins

So, early in the war, he created an entirely separate department outside the normal chain of command, called the Statistical Office, with the principal function of feeding him – continuously updated and completely unfiltered – the most brutal facts of reality.

— James C. Collins

The fact that something is a “once-in-a-lifetime opportunity” is irrelevant, unless it fits within the three circles. A great company will have many once-in-a-lifetime opportunities.

— James C. Collins

The best people don’t need to be managed. Guided, taught, led – yes. But not tightly managed.

— James C. Collins

This is a very important lesson. You must never confuse faith that you will prevail in the end – which you can never afford to lose – with the discipline to confront the most brutal facts of your current reality, whatever they might be.

— James C. Collins

Far more difficult than implementing change is figuring out what works, understanding why it works, grasping when to change, and knowing when not to.

— James C. Collins

Goals live on the other side of obstacles and challenges,” said Bourque. “Along.

— James C. Collins

The envisioned future should be so exciting in its own right that it would continue to keep the organization motivated even if the leaders who set the goal disappeared.

— James C. Collins

The good-to-great companies built a consistent system with clear constraints, but they also gave people freedom and responsibility within the framework of that system. They hired self-disciplined people who didn’t need to be managed, and then managed the system, not the people.

— James C. Collins

Second, if you have the right people on the bus, the problem of how to motivate and manage people largely goes away.

— James C. Collins

Hewlett Packard Chairman Built Company by Design, Calculator by Chance.

— James C. Collins

This rare ability to manage continuity and change – requiring a consciously practiced discipline – is closely linked to the ability to develop a vision.

— James C. Collins

No human enterprise can succeed at the highest levels without consistency; if you bring no coherent unifying concept and disciplined methodology to your endeavors, you’ll be whipsawed by changes in your environment and cede your fate to forces outside your control.

— James C. Collins

None of us can predict with certainty the twists and turns our lives will take.

— James C. Collins

If you’re involved in building and managing a company, we’re asking you to think less in terms of being a brilliant product visionary or seeking the personality characteristics of charismatic leadership, and to think more in terms of being an organizational visionary and building the characteristics of a visionary company.

— James C. Collins
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