Good to Great: Why Some Companies Make the Leap and Others Don't
The research-based study of what differentiates great companies from merely good ones
"Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice, and discipline."
— Jim Collins
My Review
Collins' research provides empirical grounding for several biological concepts. The Flywheel Effect maps to positive feedback loops; the Hedgehog Concept maps to niche specialization. However, view critically - many 'great' companies subsequently struggled, illustrating survivorship bias.
Why It Matters
Collins' research provides empirical grounding for several biological concepts. The Flywheel Effect maps to positive feedback loops. The Hedgehog Concept maps to niche specialization. Collins' work is valuable but must be viewed critically - many of his 'great' companies subsequently struggled, illustrating the limits of retrospective analysis.
Key Ideas
- Level 5 Leadership: humility + fierce resolve
- The Hedgehog Concept: focus on what you can be best at
- The Flywheel Effect: consistent effort compounds over time
- First Who, Then What: get the right people first
How It Connects to This Framework
The Flywheel heuristic page connects Collins' concept to biological positive feedback loops. The limitations of Collins' retrospective methodology illustrate why the Biology of Business framework emphasizes forward-looking patterns over historical analysis.
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