If you have more than six components, you’re making it too complicated; consolidate and simplify to capture the essence of the flywheel.

One of the biggest, and most common, strategic mistakes lies in failing to aggressively and persistently make the most of victories. One reason why some leaders make this mistake is that they become seduced by an endless search for the Next Big Thing.

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.

Notice the inexorable logic. Trace your way around

Organizations without the components of a flywheel already in place—such as early-stage entrepreneurial companies—can sometimes jump-start the process by importing insights from flywheels that others have built.

Compare the successes to the disappointments and

The Hedgehog Concept is a simple, crystalline concept that flows from deep understanding about the intersection of the following three circles: (1) what you’re deeply passionate about, (2) what you can be the best in the world at, and (3) what drives your economic or resource engine. When a leadership team becomes fanatically disciplined in making

THE FLYWHEEL No matter how dramatic the end result, building a great enterprise never happens in one fell swoop. There’s no single defining action, no grand program, no one killer innovation, no solitary lucky break, no miracle moment. Rather, the process resembles relentlessly pushing a giant, heavy flywheel, turn upon turn, building momentum unti