Sublime

Good to Great,

Amgen’s early days illustrate a key pattern we observed in this study: fire bullets, then fire cannonballs. First, you fire bullets to figure out what’ll work. Then once you have empirical confidence based on the bullets, you concentrate your resources and fire a cannonball. After the cannonball hits, you keep 20 Mile Marching to make the most of y

This forms the backbone of the framework, laid out as four basic stages: Stage 1: Disciplined People Stage 2: Disciplined Thought Stage 3: Disciplined Action Stage 4: Building to Last Each of the four stages consists of two or three fundamental principles. The flywheel principle falls at a central point in the framework, right at the pivot point fr

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great enterprise transcends dependence on any single extraordinary leader; if your organization cannot be great without you, then it is not yet a truly great organization.

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

When you are appointed to head an office in the Ogilvy & Mather chain, I send you one of these Russian dolls. Inside the smallest you will find this message: ‘If each of us hires people who are smaller than we are, we shall become a company of dwarfs, but if each of us hires people who are bigger than we are, Ogilvy & Mather will become a c

Our research found that those who build great companies tend to be more hedgehog than fox. We also found that they implicitly or explicitly use a Hedgehog Concept for disciplined decision making. A Hedgehog Concept is a simple, crystalline concept that flows from deeply understanding the intersection of the following three circles: (1) what you’re

Mentorship—being a mentor and being mentored—is a relationship, not a transaction.