Turning the Flywheel: A Monograph to Accompany Good to Great

Compare the successes to the disappointments and

When you have disciplined people, you don’t need hierarchy. When you have disciplined thought, you don’t need bureaucracy. When you have disciplined action, you don’t need excessive controls. When you combine a culture of discipline with an ethic of entrepreneurship, you create a powerful mixture that correlates with great performance.

Create a list of significant replicable successes your enterprise has achieved. This should include new initiatives and offerings that have far exceeded expectations.

Think of it this way. Suppose you have, say, six components in the flywheel, and you score your performance in each from 1 to 10. What happens if your execution scores are 9, 10, 8, 3, 9, and 10? The entire flywheel stalls at the component scoring 3. To regain momentum, you need to bring that 3 up to at least an 8.

When you’re facing chaos and uncertainty, and you cannot possibly predict what’s coming around the corner, your best “strategy” is to have a busload of people who can adapt and perform brilliantly no matter what comes next.

apply that understanding with creativity and discipline, you get the power of strategic compounding.

Great by Choice. Morten and I systematically studied small entrepreneurial companies that became the 10X winners

GENIUS OF THE AND Builders of greatness reject the “Tyranny of the OR” and embrace the “Genius of the AND.” They embrace both extremes across a number of dimensions at the same time. For example, creativity AND discipline, freedom AND responsibility, confront the brutal facts AND never lose faith, empirical validation AND decisive action, bounded r

As Gerard Tellis and Peter Golder demonstrated in their book, Will and Vision, the pioneering innovators in a new business arena almost never (less than 10 percent of the time) become the big winners in the end.