Quotes About Development

lasting transformations from good to great follow a general pattern of buildup followed by breakthrough.

technology is important—you can't remain a laggard and hope to be great. But technology by itself is never a primary cause of either greatness or decline.

You get the best people, you build them into the best managers in the industry, and you accept the fact that some of them will be recruited to become CEOs of other companies.

The best people don't need to be managed. Guided, taught, led—yes. But not tightly managed.

This is not the end. It is not even the beginning of the end. But it is, perhaps, the end of the beginning. WINSTON S. CHURCHILL

Leaders of great companies are always moving forward—progressing—as individuals (personal growth) and they pass this ever forward psychology along to the company. They have a high energy level and never become complacent.

One of the distinguishing characteristics of a great company is that it doesn't stop trying to change, improve, and do new things. A great company never arrives, never believes that it is good enough.

A leader speaks to the finer qualities we all possess and challenges people to express these qualities. Ultimately, a leader changes people. Again, we return to our analogy of leader-as-teacher, and we ask you to think about the teachers who have changed your life. Chances are they helped you to see more in yourself than you had seen before. They tapped something inside you that sparked new perceptions of yourself, new expectations of yourself; your ideals for yourself rose to a new level.

purposeful evolution.

The best people don't need to be managed. Guided, taught, led—yes. But not tightly managed. We

And while you must create robust new extensions to your flywheel (and given enough time, you might even create entirely new flywheels) be sure to keep building momentum with your winning strategies. Never forget, the Next Big Thing is very likely the Big Thing you already have. Make the most of your victories. Keep turning the flywheel.

Technology and technology-driven change has virtually nothing to do with igniting a transformation from good to great. Technology can accelerate a transformation, but technology cannot cause a transformation.

Good is the enemy of great. And

Recognize that getting a Hedgehog Concept is an inherently iterative process, not an event.

If you want to scale your culture, if you want to make the journey from great company to enduring great company, you must invest in building a pipeline of the right unit leaders.

The most constructive approach to critical feedback follows from the concept of leader as teacher. When you need to provide corrective or negative guidance, think not of yourself as a critic—or even a boss—but as a guide, mentor, and teacher. The process of critique should be an educational experience that contributes to the further development of the individual.

Searching for a single great idea upon which to build success is time telling. Building an organization that can generate many great ideas is clock building. Our research showed that leaders who build enduring great companies make the shift from time telling to clock building. Clock builders create highly replicable recipes, extensive training programs, leadership-development pipelines, and tangible mechanisms to reinforce core values.

THE "FLYWHEEL EFFECT" The good-to-great companies understood a simple truth: Tremendous power exists in the fact of continued improvement and the delivery of results.

transformations never happened in one fell swoop. There was no single defining action, no grand program, no one killer innovation, no solitary lucky break, no miracle moment. Rather, the process resembled relentlessly pushing a giant heavy flywheel in one direction, turn upon turn, building momentum until a point of breakthrough, and beyond.

Planners frequently destroyed "unslumming slums" because these areas violated their doctrines

Lo sviluppo dello stato in Mesopotamia non è stato per niente lineare. I piccoli stati della pianura alluvionale avevano, come i loro abitanti, un'aspettativa di vita molto limitata. Gli interregni erano più comuni dei «regni» ed erano normali lunghi periodi di caduta e frammentazione.

It took about one century for them [the negative consequences] to show up clearly. Many

Like every serious student, follow the most important law for all students: repay your teacher by making it your duty to surpass him!

the motor industry, because of its countless allied industries, being the core of any capitalist society.