Chap1

• good to great companies – stock based metric
• great companies are the ones whose stock returns are much better than “comps”

Chap2 Level-5 Leadership

• 
• Level 5 = Personal Humility + Professional Will
• Window & Mirror : attribute good luck to external factors, attribute back luck to self

Chap3 First Who Then What

• Get the right people and get rid of the wrong people
• 
• Rigorous not ruthless
  • When in doubt, don’t hire, keep looking
  • When you know you need to make a people change, act – best people don’t need to be tightly managed
  • Put best people on biggest opportunies, not biggest problems

Chap4 Confront the brutal facts

• Liability of strong personality – when leader becomes what people worry about, tend to deliver weak/mediocre results
• A climate where truth is heard
  • Lead with Qs not As
  • Engage dialogue / debate, not coercion
  • Conduct autopsies without blame
  • Build red-flag mechanisms

Chap5 Hedgehog Concept (Simplicity Within The Three Circles)

• Hedgehog vs. Fox – hedgehog knows one big thing, fox knows many things
• 
• Economic Engine – Denominator
  • Change & Focus the KPI, profit per X
  • Fannie Mae – profit per risk level of mortgage not profit per mortgage
• Passion
  • Not necessarily the mechanism of what companies does, but also the mission/value company has
• Scientific Feedback Loop – the council

Chap6 Culture of Discipline

• 
• Y-axis Discipline, X-axis Entrepreneurship
• Culture of discipline
  • Rinse the cottage cheese – get rid of excessive fat
  • Culture not tyrant
  • Stop doing list
• Bureaucracy rise as counter for lack of discipline

Chap7 Technology Accelerators

• Tech as accelerator, not creator, of momentum
• Tech – hedgehog

Chap8 Fly Wheel & Doom Loop

• Good-to-great company higher success rate at acquisitions.
  • Because acquisition as accelerator of flywheel not creator

Chap9 From Good to Great to Built to Last