Philosophy

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**1. Level 5 Leadership** ​ **2. First Who...Then What**
 * = DISCIPLINED PEOPLE **

**3. Confronting the brutal facts**
 * 4. "Hedgehog Concept"**
 * = DISCIPLINED THOUGHT **

**6. Technology Accelerators** **= DISCIPLINED ACTION**
 * 5. Culture of Discipline **

Disciplined People **1. Level 5 Leadership** : the type of leaders with great ambition not for themselves but for the company/organization. They have an uncanny will or desire to succeed matched with personal humility. **2. First Who...Then What** : the great organizations find the right people for the job before they even know what the job might be. They find the "who" before they know the "what."

[] Disciplined Thought **3. Confront the Brutal Facts** : leaders must have the ability to confront the brutal facts of the reality set before them, but AT THE SAME TIME have faith that they will prevail and succeed in the end (Stockdale Paradox). **4. "Hedgehog Concept":** the Hedgehog Concept is an operating model for a company that shows the understanding of three intersecting circles: what you can be the best at, what you are passionate about, what drives your economic or resource engine.

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Disciplined Action **5. Culture of Discipline** : Good to Great organizations fanatically follow their Hedgehog Concept. They do whatever it takes to be successful as long as it falls into within the three circles. Disciplined people + disciplined thought = disciplined action. **6. Technology Accelerators** : Good to Great organizations think about technology differently. It is only used it it fits directy into their Hedgehog Concept. Technolgy doesn't begin the momentum towards greatness but accelerates it.

The Flywheel From an outsider's perspective, the good to great transformation seems dramatic, but to those involved within the organizaton realize there wasn't a "lucky break" or "defining action." Rather, the transformation follows a predictable pattern of buildup and breakthrough. "Like pushing on a giant, heavy flywheel, it takes a lot of effort to get the thing moving at all, but with persistent pushing in a constistent direction over a long period of time, the flywheel builds momentum, eventually hitting a point of breakthrough" (pg. 186). There isn't a single moment that led to success but a consistently doing what your organization does best until the momentum builds enough over time to give the organization a breakthrough.

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