Why Do Some Companies Fail To Leap In 'Good To Great'?

I’ve been obsessed with business books for years, and 'Good to Great' is one of those gems that sticks with you. Jim Collins and his team didn’t just pick random companies—they dug deep into decades of data to find firms that leaped from mediocre to extraordinary and stayed there. The eleven companies they analyzed are like a masterclass in sustained excellence. Abbott Laboratories, Circuit City, Fannie Mae, Gillette, Kimberly-Clark, Kroger, Nucor, Philip Morris, Pitney Bowes, Walgreens, and Wells Fargo made the cut. What’s fascinating is how different these industries are—pharmaceuticals, retail, banking, steel manufacturing—yet they all shared common traits. Collins called them the 'Hedgehog Concept,' the 'Flywheel Effect,' and getting the right people 'on the bus.' Take Nucor, for example. A steel company that outperformed giants by focusing relentlessly on efficiency and employee motivation. Or Walgreens, which shifted from being a decent pharmacy chain to dominating its market by obsessing over convenience and store locations. What’s wild is that some of these companies later faltered (Circuit City went bankrupt, Fannie Mae crashed during the 2008 crisis), but Collins’s research focused on their *transition* period—when they defied expectations. The book isn’t about eternal perfection; it’s about how ordinary companies tapped into something extraordinary for a defining era. I still reread the case studies for inspiration, especially how Kimberly-Clark pivoted from paper mills to beating Procter & Gamble in the tissue war. It’s proof that greatness isn’t about luck—it’s about discipline, culture, and a refusal to settle.

In 'Good to Great', the critical differences between good and great companies are fascinating. Great companies have Level 5 Leadership, where leaders are humble yet driven, focusing on the company's success rather than personal glory. They also follow the Hedgehog Concept, which is about understanding what they can be the best at, what drives their economic engine, and what they are deeply passionate about. Another key difference is the Culture of Discipline, where disciplined people engage in disciplined thought and take disciplined action. Great companies also focus on getting the right people on the bus and the wrong people off the bus before figuring out where to drive it. They use technology as an accelerator, not a creator, of momentum. These principles collectively transform good companies into great ones, making them stand out in their industries.

In 'Good to Great', Jim Collins dives deep into what makes companies transition from merely good to truly great. One of the standout traits is Level 5 Leadership. These leaders are a unique blend of humility and professional will. They are not the flashy, charismatic types but rather individuals who are incredibly driven yet modest. They focus on the success of the company rather than their own personal glory. Another critical trait is the Hedgehog Concept. Great companies identify what they can be the best at, what drives their economic engine, and what they are deeply passionate about. This clarity allows them to focus relentlessly on their core strengths. Discipline is another hallmark of these companies. They maintain a culture of discipline where everyone adheres to the company’s core values and long-term goals. This isn’t about rigid control but about empowering people to act within a framework of disciplined thought and action. Technology is also a factor, but not in the way you might think. Great companies use technology as an accelerator, not a creator, of momentum. They carefully select technologies that align with their Hedgehog Concept and use them to enhance their existing strengths. Finally, the Flywheel Effect is crucial. Great companies build momentum through consistent, incremental efforts that compound over time. There’s no single defining action but rather a series of pushes that eventually lead to breakthrough success. This contrasts sharply with the Doom Loop, where companies seek quick fixes and fail to build sustainable momentum. These traits collectively form the blueprint for transforming a good company into a great one, offering valuable lessons for any organization aiming for long-term excellence.

The Hedgehog Concept from 'Good to Great' is one of those ideas that sticks with you because it’s deceptively simple yet brutally effective. Jim Collins frames it as the intersection of three circles: what you are deeply passionate about, what you can be the best in the world at, and what drives your economic engine. It’s not about being good at many things; it’s about finding that one thing you can crush relentlessly. The name comes from the ancient Greek parable about the fox, who knows many tricks, and the hedgehog, who knows one big thing—and wins. Companies that thrive aren’t the ones chasing every shiny opportunity; they’re the ones doubling down on their hedgehog and ignoring distractions. Take Walgreens as an example. They could’ve wasted energy competing with Walmart on price or Amazon on convenience. Instead, they laser-focused on becoming the best at convenient drugstores, clustering locations so tightly you could trip over them. That was their hedgehog: geographic convenience. Passion alone isn’t enough—you might love baking, but if you’ll never outpace a industrial bakery, it’s not your hedgehog. And economics isn’t just profit; it’s your ‘profit per X’ metric, like Ford’s ‘profit per vehicle’ obsession. When all three circles align, you get breakthroughs like Kroger turning around dying stores by obsessing over fresh food margins. The book’s full of these ‘aha’ cases where companies stopped diversifying and started dominating. The beauty of the concept is how it forces brutal honesty. Collins mentions a CEO who realized his company’s ‘best in the world’ skill was logistics—not their flashy products. They pivoted hard into supply chain innovation and left competitors in the dust. That’s the kicker: your hedgehog isn’t what you wish it were; it’s what reality proves you can own. The book warns against ‘undisciplined pursuit of more’—the death knell for many companies that expand aimlessly. Stick to your hedgehog, and suddenly every decision is easier. Should we launch this product? Does it fit the hedgehog? No? Then scrap it. It’s why Southwest Airlines flies only 737s or why Intel dumped memory chips to bet everything on microprocessors. The hedgehog doesn’t just clarify strategy; it becomes culture.

Creating a compelling fantasy novel is all about world-building and character depth. I love immersing myself in stories where the setting feels as alive as the characters. Start by crafting a unique magic system or setting—something like 'The Name of the Wind' by Patrick Rothfuss, where magic has rules and consequences. Then, focus on characters with real flaws and growth arcs. Think of 'Mistborn' by Brandon Sanderson, where Vin’s journey from street urchin to hero is as gripping as the world’s lore. Another key element is pacing. A good fantasy novel balances action with quieter moments, like 'The Lies of Locke Lamora' by Scott Lynch, which mixes heists with rich dialogue. Don’t info-dump; let the world unfold naturally through the characters’ eyes. Lastly, themes matter. Whether it’s power, sacrifice, or identity, give readers something to chew on long after they finish. 'The Fifth Season' by N.K. Jemisin does this brilliantly, weaving personal and societal struggles into its epic narrative.

Creating a good fantasy book starts with building a rich, immersive world that feels alive. I love when authors weave intricate details into their settings, making every forest, castle, or mythical creature feel real. Magic systems should have clear rules to avoid feeling arbitrary. Characters need depth—flawed heroes and villains with believable motives keep me hooked. A compelling plot with twists and emotional stakes is essential. I adore books like 'The Name of the Wind' where the protagonist’s journey feels personal yet epic. Balancing action with quieter moments of character development makes the story breathe. Themes like power, sacrifice, or identity can elevate the narrative. Lastly, originality matters. Even tropes can feel fresh if handled with creativity and heart.

For me, a good summer book needs to be like ice cream on a hot day—light, refreshing, and instantly satisfying. I crave stories that don’t require heavy thinking but still leave an impression. Take 'The Summer I Turned Pretty'—its breezy romance and nostalgic beach setting make it perfect for lounging by the pool. The best summer books have vibes so strong you can almost feel the sun on your skin or smell the saltwater. They’re escapism at its finest, whether it’s through witty banter, tropical mysteries, or coming-of-age adventures. What really sets them apart is pacing. A sluggish plot is a death sentence for a summer read. I want chapters that fly by, with just enough drama to keep me hooked but not so much that it feels like homework. Bonus points if the cover screams vacation—pastel colors, palm trees, or a shimmering pool. I judge books by their covers during summer, and I’m not sorry. A great summer book doesn’t reinvent the wheel; it just makes the ride super fun.

'Built to Last' and 'Good to Great' are both Jim Collins' masterpieces, but they tackle business excellence from different angles. The former dives into what makes visionary companies endure for decades, focusing on timeless core values and bold goals. It’s about building institutions that outlive their founders, like Disney or Boeing. The book emphasizes 'clock building'—creating systems that thrive beyond individual leaders—and cult-like cultures where employees share almost religious dedication. 'Good to Great', meanwhile, zooms in on how mediocre companies leap to elite performance. It’s a playbook for transformation, identifying disciplined people, thought, and action as key drivers. The famous 'Flywheel Effect' and 'Level 5 Leadership' concepts stem from here. While 'Built to Last' studies already-great companies, 'Good to Great' charts the path to greatness. Both books complement each other—one’s about sustaining greatness, the other achieving it.