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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

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James C. Collins
Age: 66
Born: 1958
Born: January 25
Author
Businessperson
Journalist
Writer
Boulder
Colorado
Ideas
Pursue
Firsts
Product
First
Develop
Important
Market
Thing
Figure
Financing
Figures
Founding
Products
Target
Team
Partners

More quotes by James C. Collins

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The essence of profound insight is simplicity.
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A great company will have many once-in-a-liftetime opportunities.
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The critical question is not whether you'll have luck, but what you do with the luck that you get.
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An organization is not truly great, if it cannot be great without you.
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It occurs to me,Jim,that you spend too much time trying to be interesting. Why don't you invest more time being interested? Collin's advice from John Gardner that he took to heart.
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Those fortunate enough to find or create a practical intersection of the three circles have the basis for a great work life.
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The only way to deliver to the people who are achieving is to not burden them with the people who are not achieving.
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The inner experience of fallure is totally different than failure. Going to fallure means 100% commitment - you leave nothing in reserve, no mental or physical resource untapped, you never give yourself a psychological out. Failure means making a decision to let go, to be less than 100% committed, when confronted by fear, pain and uncertainty.
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I see the Baldrige process as a powerful set of mechanisms for disciplined people engaged in disciplined thought and taking disciplined action to create great organizations that produce exceptional results.
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By definition, it is not possible to everyone to be above the average.
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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 signature of mediocrity is not an unwillingness to change. The signature of mediocrity is inconsistency.
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The most effective leaders of companies in transition are the quiet, unassuming people whose inner wiring is such that the worst circumstances bring out their best. They're unflappable, they're ready to die if they have to. But you can trust that, when bad things are happening, they will become clearheaded and focused.
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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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In a truly great company profits and cash flow become like blood and water to a healthy body: They are absolutely essential for life but they are not the very point of life
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Good is the enemy of great. And that's one of the key reasons why we have so little that becomes great.
James C. Collins
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The greatest leaders build organizations that, in the end, don't need them.
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In an ironic twist, I now see Good to Great not as a sequel to Built to Last, but more of a prequel. Good to Great is about how to turn a good organization into one that produces sustained great results. Built to Last is about how you take a company with great results and turn it into an enduring great company of iconic stature.
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We must reject the idea... Well-intentioned, but dead wrong... That the primary path to greatness in the social sectors is to become more like a business. Most businesses... Like most of anything else in life... Fall somewhere between mediocre and good.
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Managing your problems can only make you good, whereas building your opportunities is the only way to become great.
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