The best thing that happens to us is when a great company gets into temporary trouble...We want to buy them when they're on the operating table.
Level 5 leaders channel their ego needs away from themselves and into the larger goal of building a great company. It's not that Level 5 leaders have no ego or self-interest. Indeed, they are incredibly ambitious-but their ambition is first and foremost for the institution, not themselves.
A great company in the media business needs visionary leaders, not a conglomerate structure headquartered in Columbus Circle that second guesses.
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.
People are definitely a company's greatest asset. It doesn't make any difference whether the product is cars or cosmetics. A company is only as good as the people it keeps.
Great companies make meaning. A company has a name, but its people give it meaning.
Truly great companies are built on ideals, not just deals.
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. Built to Last is about how you take a company with great results and turn it into an enduring great company of iconic stature.
The great companies did not know that the line between hunger and anger is a thin line.
Great companies foster a productive tension between continuity and change.
We're enamored with the concept that there's always a price. But sometimes, your goal is to build a great company, not sell it.
Great companies don't throw money at problems, they throw ideas at problems.
Great companies start because the founders want to change the world... not make a fast buck.
Great companies that build an enduring brand have an emotional relationship with customers that has no barrier. And that emotional relationship is on the most important characteristic, which is trust.
In determing "the right people," the good-to-great companies placed greater weight on character attributes than on specific educational background, practical skills, specialized knowledge, or work experience.
A great company will have many once-in-a-liftetime opportunities.
A good company delivers excellent products and services, and a great company does all that and strives to make the world a better place.
Great companies create an environment in which employees act like owners. They do this through clear communication, articulation of clear vision and priorities, coaching and openness to debate/discussion. I would argue that this type of environment helps people to be at their best - and helps the company to be at its best.
It's like athletes: To be a great company you need great competitors...It's what keeps you alive and keeps you honest.
The best entrepreneurs know this: every great business is built around a secret that’s hidden from the outside. A great company is a conspiracy to change the world; when you share your secret, the recipient becomes a fellow conspirator.
Great companies connect to the heartstrings of their employees to make their purposes known.
You can create value with breakthrough innovation, incremental refinement, or complex coordination. Great companies often do two of these. The very best companies do all three.
Great companies are defined by their discipline and their understanding of who they are and who they are not.
To be an enduring, great company, you have to build a mechanism for preventing or solving problems that will long outlast any one individual leader.
The characteristic of great innovators and great companies is they see a space that others do not. They don't just listen to what people tell them; they actually invent something new, something that you didn't know you needed, but the moment you see it, you say, 'I must have it.'
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