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Building a visionary company requires one percent vision and 99 percent alignment.

James C. Collins

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James C. Collins
Age: 66
Born: 1958
Born: January 25
Author
Businessperson
Journalist
Writer
Boulder
Colorado
Strategy
Requires
Percent
Building
Vision
Company
Visionary
Alignment
Visionaries

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The greatest leaders build organizations that, in the end, don't need them.
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The people who don't have a great life are the ones who settle for a good one.
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A great company will have many once-in-a-liftetime opportunities.
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Just because a company falls doesn't invalidate what we can learn by studying that company when it was at its historical best.
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The signature of mediocrity is not an unwillingness to change. The signature of mediocrity is inconsistency.
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Profit is like oxygen, food, water, and blood for the body they are not the point of life, but without them, there is no life.
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You can't manufacture passion or motivate people to feel passionate. You can only discover what ignites your passion and the passions of those around you.
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The essence of profound insight is simplicity.
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To have a Welch-caliber C.E.O. is impressive.To have a century of Welch-Caliber C.E.O.'s all grown from the inside - well, that is one key reason why G.E. is a visionary company.
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Smart people instinctively understand the dangers of entrusting our future to self-serving leaders who use our institutions, whether in the corporate or social sectors, to advance their own interests.
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The signature of mediocrity is chronic inconstancy. The signature of greatness is a disciplined and consistent focus on the right things.
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If you have a charismatic cause you don't need to be a charismatic leader.
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Most people will look back and realize they did not have a great life because it's just so easy to settle for a good life.
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Comparison, a great teacher once told me, is the cardinal sin of modern life. It traps us in a game that we can't win. Once we define ourselves in terms of others, we lose the freedom to shape our own lives.
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Indeed, the real question is not, Why greatness? but What work makes you feel compelled to try to create greatness? if you have to ask the question, Why should we try to make it great? Isn't success enough? then you're probably int he wrong line of work.
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I've never found an important decision made by a great organization that was made at a point of unanimity. Significant decisions carry risks and inevitably some will oppose it. In these settings, the great legislative leader must be artful in handling uncomfortable decisions, and this requires rigor.
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Not one of the good-to-great companies focused obsessively on growth.
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We are not imprisoned by circumstances, setbacks, mistakes or staggering defeats, we are freed by our choices.
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Start a 'Stop Doing' list. I'll leave it as an existential dilemma on whether to put that task on your To Do list
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First figure out your partners, then figure out what ideas to pursue. The most important thing isn't the market you target, the product you develop or the financing, but the founding team.
James C. Collins