DREIESKIVA​|Roald Kvam

Source: «Good to Great» by Jim Collins.

Jim Collins’ bestselling book Good to Great: Why Some Companies Make the Leap… and Others Don’t explores why some companies transition from being merely good to truly great—and sustain that greatness over time. Based on a five-year research project involving 1,435 companies, Collins and his team identified a set of principles and practices that distinguish «great» companies from their peers.

Let’s explore…

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Core concepts

1. Level 5 leadership

Great companies are led by Level 5 leaders—individuals who combine deep personal humility with intense professional will. These leaders focus on the success of the company, not personal fame, and often credit others for success while taking responsibility for failure.

2. First Who, then What

Before deciding on strategy, great leaders get the right people on the bus, the wrong people off the bus, and the right people in the right seats. The right team is essential for long-term success.

3. Confront the brutal facts (Yet never lose faith)

Great companies face reality head-on. They create a culture where truth can be heard and encourage open dialogue, yet they maintain unwavering faith that they will prevail in the end (the Stockdale Paradox).

4. The Hedgehog concept

Great companies simplify their strategy by focusing on the intersection of:

• What they are deeply passionate about
• What they can be the best in the world at
• What drives their economic engine

This focus leads to clarity and disciplined action.

5. Culture of discipline

Great organizations build a culture of discipline, where team members operate within a clear framework, but with freedom and responsibility.

Disciplined people + disciplined thought + disciplined action = greatness.

6. Technology accelerators

Technology is used as an accelerator, not a creator, of momentum. Great companies use technology in a way that supports their Hedgehog concept but do not rely on it as a quick fix.

7. The flywheel effect

There are no dramatic breakthroughs—just consistent, cumulative progress. Like a flywheel, greatness is built by steady effort and momentum over time, rather than a single defining action.

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What sets great companies apart

• Sustained performance: The «good to great» companies outperformed the market by 6.9 times over 15 years.
• Long-term focus: They avoided trends, shortcuts, and fads.
• Humble leadership: The leaders were quiet, modest, and driven by purpose.

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Key takeaways

• Greatness is a choice, not a function of circumstance.
• Leadership matters—but the right kind of leadership matters most.
• Lasting success comes from disciplined people, thought, and action.
• Simplicity and focus beat complexity and over-ambition.

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Final thought:
Good to Great is not just about corporate performance; it’s a blueprint for any team, organization, or individual seeking long-term excellence. The transition from good to great requires commitment, discipline, and the courage to change.