To build an enduring great organization—whether in business or the social sectors—you need disciplined people who engage in disciplined thought and take disciplined action. Then you need the discipline to sustain momentum over a long period of time. This forms the backbone of the framework, laid out in four basic stages: Stage 1: Disciplined People

Provide educational materials on the creative process. When people are hired, give them a book on personal creativity. Purchase and circulate reading materials on creativity; you might even consider selecting one book per year that the company buys for each person and gives as a gift. Some readings on the creative process that we recommend are: Cre

STAGE 2: DISCIPLINED THOUGHT With the right people in place, you turn to Stage 2, disciplined thought. There are three key principles in Stage 2: Embrace the Genius of the AND. Confront the brutal facts (live the Stockdale Paradox). Clarify a Hedgehog Concept.

(Again, as a reminder, while the companies we studied did indeed become gigantic corporations, our research studies traced back to when they were tiny, entrepreneurial ventures. Our work is not primarily about big companies; it is much more about what not-yet-great companies do to become great.)

Vision should drive strategy and strategy, in turn, should drive tactics, not the other way around.

You do not need a powerful, charismatic personality to inspire people to do great things. Nor do you need formalized power.

Reject the Standard Mission Statement We realize that our definition of mission is different from that used at most companies. Please, reject the standard approach! Most corporate mission statements are terrible. They’re all too often nothing more than a description, and a bland one at that, of the operations of the company—a boring stream of words

During its rise from entrepreneurial start-up to great company, Intel installed a mechanism for decision making called “constructive confrontation.” As a member of the Intel team, you carried the burden to argue, debate, and disagree to help solve pressing problems.

Larry Ansin, former CEO of the highly successful Joan Fabrics Corporation of Lowell, Massachusetts, told us about his decision to focus: If you’re diversified into five businesses,26 as we once were, the businesses that only make up 3% of your sales are going to take 20% of your time, energy, and attention. It’s just not worth it. Focus. Do what yo