
Good To Great And The Social Sectors: A Monograph to Accompany Good to Great

Enduring great institutions practice the principle of Preserve the Core and Stimulate Progress, separating core values and fundamental purpose (which should never change) from mere operating practices, cultural norms and business strategies (which endlessly adapt to a changing world).
Jim Collins • Good To Great And The Social Sectors: A Monograph to Accompany Good to Great
Some highlights have been hidden or truncated due to export limits.
Jim Collins • Good To Great And The Social Sectors: A Monograph to Accompany Good to Great
the social sectors do not have rational capital markets that channel resources to those who deliver the best results.
Jim Collins • Good To Great And The Social Sectors: A Monograph to Accompany Good to Great
driven to do the best they can because it is simply part of their DNA.
Jim Collins • Good To Great And The Social Sectors: A Monograph to Accompany Good to Great
Legislative leadership relies more upon persuasion, political currency, and shared interests to create the conditions for the right decisions to happen.
Jim Collins • Good To Great And The Social Sectors: A Monograph to Accompany Good to Great
whatever you can to get the right people on the bus, the wrong people off the bus, and the right people into the right seats.
Jim Collins • Good To Great And The Social Sectors: A Monograph to Accompany Good to Great
to deliver superior performance relative to our mission?”
Jim Collins • Good To Great And The Social Sectors: A Monograph to Accompany Good to Great
themselves to mission. The right people can often attract money, but money by itself can never attract the right people. Money is a commodity; talent is not. Time and talent can often compensate for lack of money, but money cannot ever compensate for lack of the right people.