Great by Choice: Uncertainty, Chaos, and Luck—Why Some Thrive Despite Them All

by Jim Collins

Studying leaders in an extreme environment is like conducting a behavioral-science experiment or using a laboratory centrifuge: throw leaders into an extreme environment, and it will separate the stark differences between greatness and mediocrity. Our study looks at how the truly great differed from the merely good in environments that exposed and amplified those differences.

We didn’t begin our journey with a theory to test or prove; we love being surprised by the evidence and changed by what we discover.

The core of our analysis always rested on comparing the 10X cases to the comparisons across time and asking, “What was different?” This method of inquiry proved particularly powerful for not only developing insights but also shattering deeply entrenched myths.

more important is the ability to scale innovation, to blend creativity with discipline.

the best—perhaps even the only—way to predict the future is to create it.

True discipline requires the independence of mind to reject pressures to conform in ways incompatible with values, performance standards, and long-term aspirations.

the only legitimate form of discipline is self-discipline, having the inner will to do whatever it takes to create a great outcome, no matter how difficult.

The 10Xers don’t favor analysis over action; they favor empiricism as the foundation for decisive action.

True discipline requires mental independence, and an ability to remain consistent in the face of herd instinct and social pressures.

She led the school to measure progress not just at the end of the year but also throughout the year, working with her teachers to track performance, taking corrective action along the way.

It seems that pioneering innovation is good for society but statistically lethal for the individual pioneer!

Intel’s founders believed that innovation without discipline leads to disaster.

First, you fire bullets to figure out what’ll work. Then once you have empirical confidence based on the bullets, you concentrate your resources and fire a cannonball.

For an acquisition to qualify as a bullet, it needs to meet the three tests: low cost, low risk, and low distraction.