We have reached the conclusion of "Good to Great," which is titled "From Good to

Great to Last." Jim Collins set out to find the answer to the issue of what makes
excellent firms great. He authored "Built to Last" before "Good to Great."
The chapter spends a lot of time demonstrating how the two books and concepts
are compatible. One of these concepts is that excellent organizations will have
fundamental principles and purposes that do not change much over time. Another
important aspect is that it appears to make little difference what these values or
goals are as long as they exist. This would be the company's common rallying
point, which the personnel would understand and believe in. On the other hand,
business strategy and operational methods evolve rapidly over time. In their
evolving and non-changing natures, these two distinct regions are viewed as
necessary and balanced.
I also like the idea of BHAG is used in "Built to Last." The hedgehog idea is
referred to as BHAG, which stands for "Big Hairy Audacious Goal." It's meant to
fit into the company's framework. In the 1950s, Boeing set a BHAG to enter the
commercial aviation sector. They have previously solely concentrated on federal
contracts. The insight at Boing came from knowing the industry and recognizing
that, based on their expertise with military planes, they could be the greatest at
commercial airlines.
Similarity, you are pleased because you are doing what you were hired to do
without having to fight the normal lack of concentration and direction when you
work in a great firm. You enjoy what you're doing right now. You're living up to
your full potential, which simply means doing what comes naturally to you. Selling
your time to a reputable organization is only a compromise.