BE 2.0 is a powerful guide for entrepreneurs and business leaders who aspire to build lasting, exceptional companies. Jim Collins and William Lazier have updated their classic work, Beyond Entrepreneurship, with new insights and practical tools for the modern business landscape. The book offers a roadmap for transforming a good business into a great one, focusing on leadership, strategy, and culture. Collins and Lazier draw from decades of research and real-world examples to provide actionable advice on how to create a company that not only survives but thrives over the long term. BE 2.0 stands out in the crowded field of business literature by combining timeless principles with cutting-edge concepts, making it an essential read for anyone looking to elevate their entrepreneurial game.
BE 2.0 is primarily aimed at entrepreneurs, small business owners, and aspiring business leaders who want to create companies that stand the test of time. The book is particularly valuable for those in the early to middle stages of building their businesses, as it provides a comprehensive framework for long-term success. However, its insights are also relevant to executives in larger corporations who are looking to reinvigorate their organizations with entrepreneurial spirit. The secondary audience includes business students, consultants, and anyone interested in understanding the principles behind enduring great companies. Collins and Lazier present complex business concepts in clear, accessible language, making the book approachable for readers with varying levels of business experience. While some familiarity with basic business terminology is helpful, the authors take care to explain key concepts, ensuring that the book remains accessible to a wide range of readers passionate about building exceptional businesses.
What if the key to building a great company wasn’t just about being innovative or chasing rapid growth, but about creating something that lasts? This is the provocative question at the heart of BE 2.0 (Beyond Entrepreneurship 2.0): Turning Your Business into an Enduring Great Company by Jim Collins and William Lazier. In a world obsessed with unicorns and overnight success stories, Collins and Lazier challenge entrepreneurs to think beyond short-term gains and focus on building businesses that stand the test of time.
The book is a comprehensive guide that takes readers on a journey from the foundations of entrepreneurship to the pinnacle of business excellence. It begins by exploring the mindset and characteristics of successful entrepreneurs, emphasizing the importance of vision, values, and leadership. Collins and Lazier argue that great companies are not built on luck or single brilliant ideas, but on a series of conscious choices and disciplined actions.
As the narrative unfolds, the authors dive deep into the strategies that transform good companies into great ones. They introduce concepts like the “Flywheel Effect,” which explains how small, consistent actions can create unstoppable momentum, and the “Hedgehog Concept,” which helps businesses focus on what they can be best at in the world. These ideas are not just theoretical; they’re backed by years of research and real-world examples from companies that have achieved lasting success.
One of the most compelling aspects of BE 2.0 is its focus on leadership and culture. Collins and Lazier make a strong case for the importance of “Level 5 Leadership,” a unique blend of personal humility and professional will. They argue that building a culture of discipline, attracting the right people, and fostering innovation are crucial elements in creating an enduring great company.
Readers of BE 2.0 will learn how to develop a clear vision for their company, create strategies that align with their core values, build high-performing teams, and make decisions that drive long-term success. The book offers practical tools and frameworks for everything from setting goals and measuring performance to managing growth and navigating crises. By the end, entrepreneurs will have a roadmap for transforming their businesses from good to great, and from great to enduring.
The central thesis of BE 2.0 is that building an enduring great company is a deliberate process that requires discipline, focus, and a long-term perspective. Collins and Lazier argue that true business success isn’t measured by rapid growth or short-term profits, but by the ability to create lasting value and impact.
To illustrate this point, imagine a tree. A sapling that grows quickly might seem impressive at first, but it’s the slow-growing oak that eventually towers over the forest, withstanding storms and seasons for centuries. Similarly, Collins and Lazier posit that enduring great companies are built through consistent, purposeful actions over time, rather than flashy moves or quick fixes.
The authors emphasize that becoming a great company isn’t about following a specific set of rules or copying others’ success. Instead, it’s about understanding your own strengths, values, and purpose, then aligning every aspect of your business to support these core elements. This alignment, when executed with discipline and sustained over time, creates a powerful synergy that drives exceptional performance and longevity.
BE 2.0 stands out in the crowded field of business literature for several reasons. First, it bridges the gap between startup advice and corporate strategy, offering a comprehensive guide for businesses at various stages of growth. This makes it uniquely valuable for entrepreneurs who are looking beyond the initial stages of their venture.
The book’s impact is amplified by Jim Collins’ reputation as one of the most influential business thinkers of our time. His previous works, including Good to Great and Built to Last, have sold millions of copies and are considered classics in the field. BE 2.0 builds on this legacy, updating and expanding on the original Beyond Entrepreneurship with new insights and case studies.
One of the most significant contributions of BE 2.0 is its challenge to the prevailing startup culture that often prioritizes rapid growth and quick exits. By focusing on building enduring companies, Collins and Lazier offer a counterpoint to the “move fast and break things” mentality that has dominated much of the tech industry.
The book has received widespread acclaim for its practical approach and solid research foundation. Many business leaders and educators have praised its ability to translate complex concepts into actionable strategies. However, some critics have argued that the book’s emphasis on long-term thinking may not be suitable for all industries, particularly those facing rapid technological disruption.
Despite these debates, BE 2.0 has undoubtedly made a significant impact on how entrepreneurs and business leaders think about building successful companies. Its ideas have been adopted by numerous businesses and are taught in many business schools, cementing its place as an important contribution to entrepreneurship and management literature.
BE 2.0 (Beyond Entrepreneurship 2.0): Turning Your Business into an Enduring Great Company by Jim Collins and William Lazier offers a comprehensive and valuable guide for entrepreneurs and business leaders seeking to build lasting, successful companies. The book’s strength lies in its ability to distill complex business concepts into actionable strategies, backed by rigorous research and real-world examples.
We find the book’s core frameworks, such as the Hedgehog Concept and the Flywheel Effect, to be particularly insightful. These concepts provide a clear roadmap for businesses to identify their unique strengths and build momentum over time. The emphasis on Level 5 Leadership and the importance of getting the right people in the right positions aligns with our understanding of what drives organizational success.
The book’s focus on building enduring companies, rather than just achieving short-term success, is especially relevant in today’s fast-paced business environment. We appreciate how Collins and Lazier balance the need for consistent, disciplined action with the flexibility to adapt to changing circumstances.
However, we also recognize some limitations in the book’s approach. Its focus on internal factors may underplay the role of external market forces and disruptive innovations. Additionally, while the book’s principles are broadly applicable, readers may need to adapt them to specific industry contexts or cultural environments.
We believe that BE 2.0 fills an important gap in business literature by providing a comprehensive guide that spans from startup to maturity. Its insights are valuable not just for entrepreneurs, but also for leaders in established companies looking to reinvigorate their organizations.
Our Recommendation
We strongly recommend BE 2.0 to entrepreneurs, business leaders, and anyone aspiring to build or grow a successful company. The book’s blend of timeless principles and practical advice makes it a valuable resource that readers can return to throughout their business journey.
For maximum benefit, we suggest reading BE 2.0 in conjunction with other business texts that offer complementary perspectives. Books like The Lean Startup by Eric Ries or The Innovator’s Dilemma by Clayton Christensen can provide additional insights on innovation and adaptability, rounding out the more stable, long-term approach advocated by Collins and Lazier. Ultimately, we believe that the principles outlined in BE 2.0 provide a solid foundation for building enduring, great companies, making it an essential addition to any business leader’s library.
The essence of BE 2.0 by Jim Collins and William Lazier lies in its comprehensive approach to building enduring great companies. At its core, the book emphasizes the importance of visionary leadership, strategic focus, and a disciplined culture. The authors argue that creating a company that stands the test of time requires more than just entrepreneurial spirit; it demands a systematic approach to every aspect of business.
One of the key topics explored in depth is the concept of Level 5 Leadership. This leadership style combines personal humility with professional will, creating leaders who are ambitious for their company’s success rather than their own glory. Level 5 leaders are characterized by their ability to build enduring greatness through a paradoxical combination of personal modesty and unwavering resolve. They cultivate a culture of discipline and excellence, setting high standards and inspiring their teams to achieve extraordinary results.
Another crucial element of the book’s message is the Hedgehog Concept. This framework encourages companies to find the intersection of three circles: what they can be best in the world at, what drives their economic engine, and what they are deeply passionate about. By identifying and focusing on this sweet spot, businesses can achieve a level of clarity and purpose that guides all their decisions and actions. The Hedgehog Concept is not about making a quick buck or chasing trends; it’s about understanding the core of what makes a company unique and leveraging that understanding for long-term success.
The Flywheel Effect is another central concept in BE 2.0. This principle illustrates how sustained, consistent effort in a single direction can create unstoppable momentum. The authors liken building a great company to pushing a giant, heavy flywheel. At first, it takes enormous effort to get the flywheel moving, but with persistent pushing in a consistent direction, it gradually builds speed. Eventually, the flywheel’s own momentum helps to spin it faster and faster with less effort. This metaphor emphasizes the importance of consistency and persistence in business strategy and execution.
Collins and Lazier also stress the significance of having the right people in the right positions. They introduce the concept of “First Who, Then What,” arguing that great companies focus on getting the right people on board before determining strategy or direction. This approach is based on the belief that with the right team, a company can adapt to changing circumstances and seize unexpected opportunities. The authors emphasize that great companies are rigorous in their hiring processes and aren’t afraid to make changes when necessary.
The book also explores the idea of a Big Hairy Audacious Goal (BHAG). A BHAG is a long-term, ambitious goal that aligns with a company’s core values and purpose. It serves as a unifying focal point of effort, galvanizing the entire organization. The authors argue that a well-crafted BHAG can inspire and motivate employees, providing a clear direction for the company’s efforts over an extended period.
Another key topic is the importance of preserving core values while stimulating progress. Collins and Lazier argue that great companies have a set of timeless core values that remain constant, even as their strategies and practices evolve with changing times. This balance between continuity and change allows companies to remain true to their essence while adapting to new challenges and opportunities.
The book also emphasizes the critical role of innovation in building enduring companies. However, the authors caution against innovation for its own sake. Instead, they advocate for disciplined innovation that aligns with the company’s Hedgehog Concept and core values. This approach ensures that innovation efforts are focused and contribute to the company’s long-term success rather than leading to scattered, unproductive initiatives.
Hewlett-Packard (HP): HP exemplifies the concept of preserving core values while stimulating progress. The company’s founders established a set of core values known as “The HP Way,” which emphasized respect for individuals, a focus on achievement, uncompromising integrity, and a responsibility to contribute to the community. These values remained constant even as HP evolved from a small electronics company to a global technology leader, guiding the company’s decisions and culture through decades of technological change.
Walt Disney Company: Disney serves as a prime example of the power of a Big Hairy Audacious Goal (BHAG). In the 1950s, Walt Disney set the audacious goal of creating “the happiest place on Earth” – Disneyland. This BHAG was clear, compelling, and aligned with the company’s core purpose of providing family entertainment. It galvanized the entire organization, leading to the creation of not just Disneyland, but a global empire of theme parks, resorts, and entertainment properties.
3M: 3M illustrates the concept of disciplined innovation. The company is known for its innovative culture, but this innovation is not random. 3M aligns its innovation efforts with its core competencies in materials science and technology. The company’s famous “15% time” policy, which allows employees to spend a portion of their work time on projects of their own choosing, is a structured approach to fostering innovation that has led to the development of many successful products, including Post-it Notes.
Southwest Airlines: Southwest Airlines exemplifies the Hedgehog Concept in action. The company identified its sweet spot at the intersection of what it could be best at (efficient, short-haul air travel), what drove its economic engine (high aircraft utilization and quick turnarounds), and what it was passionate about (providing affordable air travel with great customer service). By focusing relentlessly on this concept, Southwest has achieved remarkable success in an industry known for its volatility and low margins.
Nucor Steel: Nucor demonstrates the power of Level 5 Leadership and the Flywheel Effect. Under the leadership of Ken Iverson, Nucor transformed from a struggling nuclear instrument and electronics company into one of the largest and most successful steel producers in the world. Iverson, a Level 5 leader, implemented a series of consistent, aligned actions – including a unique organizational structure, performance-based compensation, and continuous innovation in steel production technology. These efforts, sustained over time, created a flywheel effect that propelled Nucor to industry leadership.
Build a Clock, Don’t Just Tell Time
One of the most powerful insights from BE 2.0 is the concept of building a company that can thrive beyond its founders or any single leader. Collins and Lazier emphasize the importance of creating systems, processes, and a culture that can sustain excellence over time, rather than relying on individual heroics or charismatic leadership. To apply this insight, entrepreneurs should focus on developing robust organizational structures and decision-making processes that don’t depend on any one person. This might involve creating clear operational guidelines, establishing a strong leadership pipeline, and fostering a culture where innovation and excellence are expected from everyone, not just top management. For example, a company could implement a rigorous talent development program that identifies and nurtures future leaders at all levels of the organization, ensuring a steady supply of capable managers who understand and embody the company’s core values and strategies.
First Who, Then What
Collins and Lazier stress the critical importance of having the right people in the right positions before determining strategy or direction. This insight challenges the common approach of setting a strategy first and then finding people to execute it. To apply this principle, companies should prioritize hiring and retention practices that focus on character, work ethic, and cultural fit, rather than just skills or experience. This might involve implementing rigorous multi-stage interview processes that assess not only technical competencies but also alignment with company values and potential for growth. Additionally, organizations could create a culture of continuous feedback and development, regularly reassessing whether team members are in roles that best utilize their strengths and align with the company’s needs. For instance, a tech startup might implement a system of rotating project leads, allowing talented individuals to demonstrate their leadership potential in different contexts before making long-term role assignments.
The Hedgehog Concept
The Hedgehog Concept is a framework for finding focus and clarity in business strategy. It involves identifying the intersection of three circles: what the company can be best in the world at, what drives its economic engine, and what its people are deeply passionate about. To apply this insight, leaders should facilitate deep, honest discussions about these three elements within their organization. This process might involve conducting thorough market analyses to understand the company’s unique strengths relative to competitors, examining financial data to identify the most profitable areas of the business, and surveying employees to understand what aspects of the work truly energize them. Once the Hedgehog Concept is identified, it should guide all major decisions, from resource allocation to new product development. For example, a software company might discover that its Hedgehog Concept lies in developing user-friendly data visualization tools. This realization could lead them to focus their R&D efforts, marketing strategies, and hiring practices around becoming the undisputed leader in this specific niche, rather than trying to compete across a broader range of software products.
The Flywheel Effect
The Flywheel Effect illustrates how consistent, aligned efforts over time can create unstoppable momentum in business. To leverage this insight, companies should identify the key drivers of their business and focus relentlessly on improving these areas. This requires resisting the temptation to constantly change direction or chase new trends. Instead, leaders should break down their long-term goals into smaller, achievable steps and celebrate incremental progress. For instance, an e-commerce company might identify customer satisfaction as a key driver. They could focus on consistently improving various aspects of the customer experience – from website usability to delivery speed to customer service quality. Each small improvement adds to the momentum of the flywheel. To apply this, the company could set up cross-functional teams dedicated to different aspects of customer satisfaction, with clear metrics and regular check-ins to ensure continuous progress. Over time, these consistent efforts can lead to exponential growth in customer loyalty and referrals, driving the business forward with increasing momentum.
Preserve the Core / Stimulate Progress
This insight emphasizes the importance of maintaining a balance between a company’s unchanging core values and its strategies and practices, which must evolve with the times. To apply this, organizations need to clearly define and communicate their core values and purpose, ensuring these remain constant even as other aspects of the business change. At the same time, they should foster a culture of innovation and adaptability in their strategies and operations. This might involve regular strategy review sessions where teams assess current practices against market trends and technological advancements, always asking how they can improve while staying true to the company’s core purpose. For example, a publishing company with a core value of promoting literacy might evolve from traditional book publishing to include e-books, audiobooks, and interactive educational apps, all while maintaining its fundamental mission.
Big Hairy Audacious Goals (BHAGs)
BHAGs are ambitious, long-term goals that align with a company’s core values and purpose, serving as a unifying focal point of effort. To implement this insight, leaders should work with their teams to develop a BHAG that is clear, compelling, and aligned with the company’s Hedgehog Concept. The goal should be challenging enough to push the organization beyond its comfort zone but still within the realm of possibility. Once established, the BHAG should be communicated clearly and frequently throughout the organization, with progress towards it regularly measured and celebrated. For instance, a renewable energy company might set a BHAG of providing clean, affordable energy to 100 million households in developing countries within 15 years. This goal could drive innovation in technology, guide expansion strategies, and inspire employees by connecting their daily work to a meaningful, world-changing mission.
Level 5 Leadership
Level 5 Leadership combines personal humility with intense professional will. To cultivate this leadership style, aspiring leaders should focus on developing both aspects. This might involve seeking regular feedback from colleagues at all levels, actively acknowledging and learning from mistakes, and giving credit to others for successes while taking personal responsibility for failures. At the same time, they should set high standards for performance and demonstrate unwavering resolve in pursuing the company’s goals. Organizations can foster Level 5 Leadership by implementing leadership development programs that emphasize these qualities, and by recognizing and promoting individuals who exemplify them. For example, a company could institute a 360-degree feedback system where leaders are evaluated not just on their results, but on how they achieve those results, with a particular focus on their ability to build and motivate high-performing teams.
The Genius of the AND
This insight challenges the tyranny of the “OR” – the idea that you must choose between two seemingly contradictory concepts. Instead, Collins and Lazier advocate for embracing the “Genius of the AND” – finding ways to achieve both. To apply this, leaders should reframe either/or decisions as opportunities to achieve both objectives. This requires creative thinking and a willingness to challenge conventional wisdom. For instance, a manufacturing company might face the apparent choice between maintaining high quality and reducing costs. Instead of choosing one or the other, they could invest in advanced automation technologies that both improve quality and reduce long-term costs. Applying this insight involves encouraging teams to look for synergies between seemingly opposing goals and rewarding innovative solutions that achieve multiple objectives simultaneously.
Comprehensive Framework for Business Success
BE 2.0 offers a holistic approach to building and sustaining great companies. Collins and Lazier don’t just focus on a single aspect of business, such as leadership or strategy, but instead provide a comprehensive framework that addresses multiple facets of organizational success. From the Hedgehog Concept to the Flywheel Effect, the book offers a set of interconnected ideas that work together to create a roadmap for long-term success. This comprehensive approach sets the book apart from many other business texts that might focus more narrowly on specific aspects of entrepreneurship or management.
Research-Backed Insights
One of the book’s major strengths is its foundation in rigorous research. Collins is known for his data-driven approach, and BE 2.0 is no exception. The authors draw on extensive studies of successful companies, providing readers with insights that are grounded in real-world evidence rather than mere theory or personal anecdotes. This research-based approach lends credibility to the book’s recommendations and gives readers confidence that the strategies and concepts presented have been proven effective in actual business contexts.
Practical Applicability
While BE 2.0 presents complex concepts, it excels in translating these ideas into actionable strategies. The book doesn’t just tell readers what makes a great company; it shows them how to build one. Each concept is accompanied by practical advice on how to implement it, making the book valuable not just for understanding business success but for achieving it. For instance, the discussion of the Hedgehog Concept includes specific steps for identifying a company’s economic engine and core competencies, providing a clear path for readers to apply this concept to their own organizations.
Longevity of Insights
Many business books quickly become outdated as market conditions and technologies change. However, BE 2.0 focuses on timeless principles of business success that remain relevant regardless of external factors. The book’s emphasis on core values, disciplined action, and long-term thinking provides insights that are as applicable today as they were when the book was first published, and likely will continue to be relevant far into the future. This longevity makes the book a valuable resource that readers can return to throughout their careers.
Engaging Writing Style
Despite dealing with complex business concepts, BE 2.0 maintains an engaging and accessible writing style. Collins and Lazier use clear language, vivid metaphors (like the flywheel), and real-world examples to illustrate their points. This approach makes the book readable and understandable for a wide audience, from seasoned executives to aspiring entrepreneurs. The authors’ ability to explain complex ideas in simple terms without oversimplifying them is a significant strength of the book.
Balance of Theory and Practice
BE 2.0 strikes an effective balance between theoretical concepts and practical application. While the book introduces several theoretical frameworks (such as Level 5 Leadership and the Hedgehog Concept), it doesn’t stop at abstract ideas. Instead, it provides concrete examples of how these concepts have been applied in real businesses, and offers guidance on how readers can implement them in their own organizations. This balance makes the book valuable both as a tool for understanding business principles and as a guide for taking action to improve one’s company.
Potential for Oversimplification
While the book’s accessible style is generally a strength, there’s a risk that some complex business realities are oversimplified. The clean, clear-cut concepts presented in the book may not always map perfectly onto the messy realities of running a business. For instance, the idea of finding a single Hedgehog Concept might be challenging for diversified companies operating in multiple industries. The book could have benefited from more discussion of how to apply its concepts in more complex or ambiguous business situations.
Limited Focus on External Factors
BE 2.0 primarily focuses on internal factors that companies can control, such as leadership, culture, and strategy. While this approach is empowering, it may underplay the role of external factors like market conditions, regulatory environments, or disruptive technologies in determining a company’s success. The book could have provided more guidance on how companies can apply its principles while also navigating unpredictable external challenges.
Potential Survivorship Bias
The book’s insights are largely drawn from studying successful companies. While this approach yields valuable lessons, it risks survivorship bias – focusing only on companies that succeeded and potentially overlooking similar practices in companies that failed. A more balanced analysis that included case studies of companies that applied similar principles but didn’t succeed could have provided additional nuance and helped readers understand the limitations or potential pitfalls of the book’s recommendations.
Limited Discussion of Failure
While BE 2.0 provides a roadmap for success, it could have benefited from more in-depth discussion of failure. Understanding why companies fail, and how to recover from setbacks, is crucial for building enduring businesses. The book’s focus on positive examples, while inspiring, may not adequately prepare readers for the challenges and failures they’re likely to encounter in their entrepreneurial journey. More case studies of companies that faced significant challenges or failed despite applying the book’s principles could have provided valuable lessons and a more complete picture of the business landscape.
Overemphasis on Linear Progress
BE 2.0 presents a somewhat linear view of business growth and success, which might not always reflect the reality of entrepreneurship. The Flywheel Effect, while a powerful concept, can lead readers to expect steady, incremental progress. In reality, business growth often involves setbacks, pivots, and periods of rapid change followed by plateaus. This linear perspective might create unrealistic expectations for entrepreneurs, potentially leading to discouragement when faced with the inevitable ups and downs of business. The book could benefit from a more nuanced discussion of non-linear growth patterns and strategies for navigating periods of turbulence or stagnation. The Lean Startup by Eric Ries offers a complementary perspective, emphasizing the importance of rapid iteration and pivoting in response to market feedback. Similarly, The Hard Thing About Hard Things by Ben Horowitz provides insights into managing through the difficult, non-linear moments in a company’s journey, offering a grittier view of entrepreneurship that balances the more optimistic tone of BE 2.0.
Limited Perspective on Disruptive Innovation
While BE 2.0 offers valuable insights on building enduring companies, it may underestimate the impact of disruptive innovation on established businesses. The book’s emphasis on consistent, long-term strategies could potentially lead companies to become too rigid in their approach, making them vulnerable to disruptive competitors. In today’s fast-paced business environment, the ability to adapt quickly and even disrupt one’s own business model can be crucial for long-term survival. The book could have explored more deeply how companies can balance the need for consistency and focus with the imperative to innovate and adapt to changing market conditions. The Innovator’s Dilemma by Clayton Christensen provides a compelling examination of how successful companies can fail by focusing too much on their current customers and business models, overlooking disruptive innovations. Integrating insights from Christensen’s work could have enriched BE 2.0‘s perspective on maintaining long-term success in the face of technological and market disruptions.
Underemphasis on Diversity and Inclusion
BE 2.0 largely overlooks the critical role of diversity and inclusion in building great companies. While the book emphasizes the importance of getting the “right people on the bus,” it doesn’t adequately address how diversity in backgrounds, perspectives, and experiences can drive innovation and improve decision-making. This oversight might lead readers to underestimate the value of building diverse teams and creating inclusive cultures. In today’s global business environment, companies that fail to prioritize diversity and inclusion risk missing out on key talent and insights. The Diversity Bonus by Scott Page offers a data-driven examination of how diversity improves group performance and decision-making, while Inclusion: Diversity, The New Workplace & The Will To Change by Jennifer Brown provides practical strategies for creating inclusive organizational cultures. Incorporating insights from these works could have made BE 2.0‘s guidance on team building and organizational culture more comprehensive and relevant to today’s business landscape.
Limited Focus on Global and Cross-Cultural Perspectives
While BE 2.0 offers valuable insights for building great companies, it primarily draws examples from American businesses and may not fully account for the challenges and opportunities of operating in a global, multicultural business environment. The book’s principles, while broadly applicable, might need significant adaptation when applied in different cultural contexts or in companies operating across multiple countries. This blind spot could lead readers to underestimate the complexities of global business operations and the importance of cultural intelligence in leadership. The Culture Map by Erin Meyer provides a framework for navigating cross-cultural business interactions, while Global Dexterity by Andy Molinsky offers strategies for adapting behavior across cultures without losing one’s authenticity. Integrating perspectives from these works could have enhanced BE 2.0‘s applicability for businesses operating in diverse, global contexts.
Underexploration of the Role of Technology
While BE 2.0 touches on the importance of technology in business, it doesn’t fully explore how rapidly evolving technologies are reshaping business models, customer expectations, and competitive landscapes. The book’s focus on timeless principles, while valuable, might lead readers to underestimate the transformative impact of technologies like artificial intelligence, blockchain, or the Internet of Things on their industries. This blind spot could result in companies being unprepared for technological disruptions or missing opportunities to leverage new technologies for competitive advantage. The Digital Transformation Playbook by David L. Rogers offers strategies for thriving in the digital age, while Machine, Platform, Crowd by Andrew McAfee and Erik Brynjolfsson examines how emerging technologies are reshaping business and society. Incorporating insights from these works could have made BE 2.0‘s guidance more robust in addressing the technological challenges and opportunities facing modern businesses.
Good to Great by Jim Collins
BE 2.0 shares many similarities with Collins’ earlier work, Good to Great, as both focus on the principles that drive long-term business success. However, BE 2.0 is more specifically tailored to entrepreneurs and small business owners, offering a more comprehensive guide from startup to maturity. While Good to Great emphasizes the importance of Level 5 Leadership and getting the right people on the bus, BE 2.0 expands on these concepts and provides more detailed guidance on how to implement them in a growing business. BE 2.0 also introduces new concepts like the Hedgehog Principle, which aren’t present in Good to Great. The main contrast lies in the scope: Good to Great focuses on how good companies become great ones, while BE 2.0 offers a roadmap for building a great company from the ground up.
The Lean Startup by Eric Ries
The Lean Startup and BE 2.0 offer somewhat contrasting approaches to building successful businesses. Ries emphasizes rapid iteration, constant customer feedback, and the willingness to pivot quickly based on market responses. This approach contrasts with Collins and Lazier’s emphasis on consistent, long-term strategies and the Flywheel Effect. The Lean Startup is more focused on the early stages of a business and on technology startups in particular, while BE 2.0 provides guidance for businesses at all stages of growth across various industries. However, both books stress the importance of disciplined decision-making and the need to align business activities with core strengths and market realities. The main difference lies in their time horizons: Ries advocates for quick, data-driven decisions, while Collins and Lazier emphasize patience and persistence in pursuit of long-term goals.
Zero to One by Peter Thiel
Thiel’s Zero to One and BE 2.0 offer different perspectives on entrepreneurship and business success. Thiel focuses on creating entirely new markets and achieving monopoly status through radical innovation, while Collins and Lazier emphasize building enduring companies through disciplined management and continuous improvement. Zero to One is more provocative and contrarian, challenging conventional business wisdom, while BE 2.0 builds on established management principles. Thiel’s book is primarily focused on tech startups and the pursuit of breakthrough innovations, whereas BE 2.0 offers guidance applicable to a broader range of businesses. However, both books emphasize the importance of having a clear, unique vision for your company. The main contrast lies in their approach to competition: Thiel advocates for avoiding competition by creating new markets, while Collins and Lazier focus on outperforming competitors in existing markets through superior execution.
Built to Last by Jim Collins and Jerry I. Porras
Built to Last and BE 2.0 share many common themes, which is unsurprising given Collins’ involvement in both. Both books focus on the principles that drive long-term business success and emphasize the importance of core values and a clear vision. However, Built to Last is based on a study of companies that were already successful and long-lasting, while BE 2.0 provides more of a roadmap for businesses at all stages of growth. BE 2.0 offers more practical, actionable advice for entrepreneurs and small business owners, while Built to Last provides more high-level insights for larger, established companies. The main difference lies in their target audience: Built to Last is more geared towards leaders of large corporations, while BE 2.0 is more accessible and applicable to entrepreneurs and small business owners.
Identify Your Personal Hedgehog Concept
Begin by applying the Hedgehog Concept to your personal and professional life. This involves deep self-reflection to identify the intersection of three circles: what you’re deeply passionate about, what you can be the best in the world at, and what drives your economic engine (or what you can be well-compensated for). Start by listing your passions, skills, and potential income sources. Then, look for areas where these overlap. This process may take time and multiple iterations. Consider seeking input from trusted mentors or colleagues who can provide objective insights. Once you’ve identified your Hedgehog Concept, use it as a guiding principle for your career decisions and personal development efforts. For example, if you discover that your Hedgehog Concept involves data analysis in the healthcare sector, focus your learning and career moves in this direction.
Develop Level 5 Leadership Qualities
Work on cultivating the characteristics of Level 5 Leadership in your personal and professional life. This involves developing a combination of personal humility and professional will. Start by practicing self-awareness – regularly reflect on your actions and decisions, and seek feedback from others. Work on giving credit to others for successes and taking personal responsibility for failures. At the same time, set high standards for yourself and show unwavering resolve in pursuing your goals. In your workplace, take on challenging projects and see them through to completion, demonstrating your commitment and determination. In your personal life, set ambitious personal development goals and pursue them with discipline. Remember, developing Level 5 Leadership qualities is a long-term process that requires consistent effort and self-reflection.
Apply the Flywheel Effect to Personal Growth
Implement the Flywheel Effect in your personal and professional development. Identify key areas of your life or career where consistent, aligned efforts could create momentum over time. For example, if you’re aiming to become an expert in your field, your flywheel might involve daily reading, regular attendance at industry conferences, writing articles, and networking with other professionals. Start by breaking down your long-term goals into smaller, daily or weekly actions. Create a system to track these actions and celebrate small wins along the way. Remember, progress may be slow at first, but consistent effort will build momentum over time. Be patient and trust the process – avoid the temptation to constantly change direction or chase quick fixes.
Preserve Core Values While Stimulating Progress
Clearly define your personal core values and ensure that they guide your decisions and actions. Write down your values and regularly review them. At the same time, be open to growth and change in your strategies and practices. For example, if one of your core values is continuous learning, you might preserve this value while adapting your learning methods over time – perhaps moving from traditional books to online courses or experiential learning opportunities. In your professional life, ensure that your work aligns with your core values, but be willing to adapt your skills and methods to stay relevant in your industry. Regularly assess your practices against your values, and look for ways to innovate and improve while staying true to your fundamental principles.
Set a Personal BHAG (Big Hairy Audacious Goal)
Develop a BHAG for your personal or professional life. This should be a long-term, ambitious goal that aligns with your Hedgehog Concept and core values. Your BHAG should be clear, compelling, and slightly beyond what you think is possible. For instance, your BHAG might be to become a recognized thought leader in your industry within the next ten years, or to start a nonprofit that makes a significant impact in an area you’re passionate about. Once you’ve set your BHAG, break it down into smaller, manageable milestones. Create a timeline for these milestones and regularly review your progress. Use your BHAG as a north star to guide your daily decisions and actions. Share your BHAG with trusted friends or mentors who can provide support and accountability.
Implement “First Who, Then What” in Your Network
Apply the “First Who, Then What” principle to your personal and professional networks. Instead of focusing solely on goals or opportunities, prioritize building relationships with high-quality individuals who align with your values and aspirations. Start by assessing your current network – are you surrounded by people who inspire and challenge you to grow? Identify gaps in your network and actively seek out relationships with mentors, peers, and even potential mentees who can contribute to your growth and success. When considering new job opportunities or business partnerships, prioritize the quality of the people you’ll be working with over the specific role or project. In your personal life, cultivate friendships with individuals who share your values and support your goals. Remember, the right “who” can help you figure out the “what” as you navigate your career and personal growth.
Practice Disciplined Thought and Action
Develop habits of disciplined thought and action in your daily life. Start by improving your decision-making process. Before making important decisions, force yourself to confront the brutal facts of your current reality. Gather data, seek diverse perspectives, and honestly assess potential challenges and limitations. Implement a personal version of the “Council” concept from the book – create a group of trusted advisors who can provide honest feedback and challenge your thinking. In terms of action, develop systems to ensure consistent execution of your key priorities. This might involve creating daily or weekly routines, using productivity tools to track your progress, or implementing personal accountability measures. Remember, discipline is about consistency over time, not perfection. Focus on making incremental improvements in your thought processes and actions each day.
Embrace the “Genius of the AND”
Train yourself to look for ways to embrace seemingly contradictory concepts in your personal and professional life. When faced with apparent either/or decisions, challenge yourself to find ways to achieve both objectives. For example, if you’re struggling to balance career advancement with personal life, instead of choosing one over the other, look for creative ways to achieve both – perhaps by negotiating flexible work arrangements or finding a role that aligns more closely with your personal interests. In your personal development, strive to be both humble and ambitious, both disciplined and creative. Practice reframing problems to find synergies between competing priorities. This mindset can lead to more innovative solutions and a more balanced approach to life and work.
Build Your Personal Flywheel
Create a personal flywheel by identifying the key components of your success and how they reinforce each other. Start by listing the main areas of your life or career that contribute to your overall success and fulfillment. These might include skills development, networking, health and wellness, financial management, and personal relationships. Then, identify how improvements in one area can positively impact the others. For example, better health habits might lead to increased energy and productivity, which could improve your work performance, leading to career advancement and better financial health. Once you’ve mapped out your flywheel, focus on making consistent improvements in each area. Track your progress and look for ways to create synergies between different components of your flywheel. Remember, the goal is to create a self-reinforcing cycle of improvement that gains momentum over time.
Cultivate a Culture of Discipline in Your Personal Life
Implement a culture of discipline in your personal and professional life. Start by clearly defining your personal standards and expectations in various areas of your life – work, relationships, health, personal development, etc. Create systems and routines that support these standards. For example, if continuous learning is important to you, establish a daily reading habit or set aside time each week for online courses. In your professional life, set high standards for your work and hold yourself accountable to meeting them consistently. Develop the habit of doing what you say you’re going to do, when you say you’re going to do it. Practice saying no to opportunities or commitments that don’t align with your core values or long-term goals. Remember, discipline is not about rigidity, but about consistently aligning your actions with your values and objectives. Regularly review and refine your systems to ensure they’re supporting your growth and helping you move towards your BHAG.
Implement the Hedgehog Concept
The Hedgehog Concept is a powerful framework for businesses to identify their core strengths and align their strategies accordingly. To apply this concept, organizations should engage in a thorough analysis to determine what they can be the best in the world at, what drives their economic engine, and what they are deeply passionate about. This process involves extensive data gathering, market analysis, and internal reflection. Once identified, the Hedgehog Concept should guide all major business decisions, from resource allocation to product development.
However, implementing the Hedgehog Concept can be challenging. Many businesses struggle to objectively assess their capabilities or may be reluctant to abandon existing product lines or markets that don’t align with their Hedgehog Concept. There’s also the risk of becoming too narrowly focused, potentially missing out on new opportunities or becoming vulnerable to market shifts. Additionally, gaining consensus among leadership on the company’s Hedgehog Concept can be difficult, especially in larger organizations with diverse interests.
To overcome these challenges, businesses should approach the Hedgehog Concept as an ongoing process rather than a one-time exercise. Regular reviews and adjustments can help maintain focus while allowing for adaptation to changing market conditions. Involve a diverse group of stakeholders in the process to ensure a well-rounded perspective and buy-in across the organization. Consider creating a cross-functional team dedicated to monitoring and refining the Hedgehog Concept. To address concerns about missed opportunities, establish a system for evaluating new initiatives against the Hedgehog Concept, allowing for controlled exploration of promising ideas that may fall outside the current focus.
Cultivate Level 5 Leadership
Developing Level 5 Leaders within an organization is crucial for long-term success. These leaders combine personal humility with professional will, creating a culture of excellence and accountability. To foster Level 5 Leadership, organizations should focus on identifying potential leaders who demonstrate these qualities and provide them with opportunities for growth and development. This might involve creating leadership development programs, mentoring initiatives, and opportunities for rising leaders to take on challenging projects.
However, cultivating Level 5 Leadership faces several obstacles. Many organizations struggle to identify potential Level 5 Leaders, as these individuals often prioritize results over personal recognition. Traditional performance metrics may not capture the unique blend of humility and determination that characterizes Level 5 Leaders. Additionally, existing organizational cultures that prioritize individual achievement or charismatic leadership may resist the shift towards Level 5 Leadership. There’s also the challenge of maintaining consistency in leadership development efforts over the long term.
To address these challenges, organizations should revise their performance evaluation and promotion criteria to recognize and reward Level 5 Leadership qualities. Implement 360-degree feedback systems to capture insights about potential leaders from peers, subordinates, and superiors. Create a culture that values both results and how they are achieved, emphasizing teamwork and shared credit for successes. Develop a long-term leadership pipeline strategy, identifying and nurturing potential Level 5 Leaders at all levels of the organization. Consider partnering with external leadership development experts to provide ongoing training and support for emerging leaders.
Leverage the Flywheel Effect
The Flywheel Effect emphasizes the power of consistent, aligned efforts in creating unstoppable momentum for a business. To implement this concept, organizations need to identify the key drivers of their business and focus relentlessly on improving these areas. This involves breaking down long-term goals into smaller, achievable steps and celebrating incremental progress. The Flywheel Effect requires patience and persistence, as results may not be immediately visible but compound over time.
Implementing the Flywheel Effect can be challenging in today’s fast-paced business environment. Many organizations struggle with maintaining focus and consistency, often getting distracted by short-term pressures or new trends. There’s also the risk of becoming complacent once momentum builds, potentially missing out on necessary adaptations or innovations. Additionally, measuring and communicating progress can be difficult, especially in the early stages when visible results are limited.
To overcome these challenges, organizations should create systems and processes that reinforce consistent effort towards key priorities. This might involve implementing OKRs (Objectives and Key Results) or similar goal-setting frameworks that align daily activities with long-term objectives. Develop metrics that capture both lead and lag indicators of progress to provide early feedback on efforts. Regularly communicate the Flywheel concept and progress to all employees, helping them understand how their individual efforts contribute to the overall momentum. Create cross-functional teams focused on different aspects of the Flywheel to ensure coordinated efforts across the organization. Finally, establish regular review periods to assess the Flywheel’s effectiveness and make necessary adjustments while maintaining overall consistency.
Preserve the Core / Stimulate Progress
Balancing the preservation of core values with the need for progress and innovation is crucial for long-term business success. This involves clearly defining and communicating the organization’s core values and purpose, while simultaneously encouraging innovation in strategies and practices. Organizations should create mechanisms to regularly reinforce core values while also fostering a culture of continuous improvement and adaptation.
However, maintaining this balance can be challenging. Many organizations struggle to distinguish between their core values (which should remain constant) and their practices (which should evolve). There’s a risk of becoming too rigid in adherence to perceived core values, stifling necessary change. Conversely, in the pursuit of progress, some organizations may inadvertently drift away from their core purpose. Additionally, rapid growth or significant market changes can put pressure on an organization’s ability to maintain its core values.
To address these challenges, organizations should create a clear, written statement of their core values and purpose, and regularly review it to ensure it remains relevant and understood. Implement onboarding and ongoing training programs that emphasize both core values and the importance of innovation. Establish innovation initiatives that are explicitly linked to the organization’s core purpose, demonstrating how progress can occur within the framework of established values. Create cross-functional teams responsible for both preserving core values and driving innovation, ensuring these efforts are integrated rather than siloed. Regularly assess business practices and strategies against core values, making necessary adjustments to maintain alignment while still progressing.
Set and Pursue BHAGs (Big Hairy Audacious Goals)
Setting a BHAG provides a unifying focal point of effort for an organization, inspiring employees and driving long-term strategy. To implement this concept, organizations should develop a clear, compelling, and ambitious goal that aligns with their core values and Hedgehog Concept. The BHAG should be communicated widely throughout the organization and used to guide decision-making and resource allocation.
Implementing BHAGs can face several obstacles. Many organizations struggle to set goals that are both ambitious enough to be inspiring and realistic enough to be achievable. There’s a risk of setting a BHAG that’s misaligned with market realities or the organization’s capabilities. Additionally, maintaining focus and motivation over the long time horizon typically associated with BHAGs can be challenging, especially in the face of short-term pressures or setbacks.
To overcome these challenges, organizations should involve a diverse group of stakeholders in setting the BHAG, ensuring it’s both ambitious and grounded in reality. Break down the BHAG into shorter-term milestones to provide a sense of progress and achievement along the way. Regularly communicate progress towards the BHAG, celebrating small wins and learning from setbacks. Create systems to align individual and team goals with the BHAG, helping employees see how their daily work contributes to the larger goal. Consider creating a BHAG steering committee responsible for monitoring progress, addressing obstacles, and keeping the organization focused on the long-term goal.
First Who, Then What
Prioritizing getting the right people in the right positions before determining strategy or direction is crucial for organizational success. This approach involves focusing on hiring and retention practices that emphasize character, cultural fit, and potential over specific skills or experience. It also requires the courage to make personnel changes when necessary, ensuring that the organization has the right team to pursue its goals.
Implementing a “First Who, Then What” approach can be challenging. Many organizations feel pressure to fill positions quickly, especially in competitive job markets, which can lead to compromises in hiring standards. There’s also the challenge of objectively assessing cultural fit and potential, which can be more difficult than evaluating specific skills or experience. Additionally, making necessary personnel changes can be emotionally difficult and may face resistance within the organization.
To address these challenges, organizations should develop a comprehensive hiring process that goes beyond traditional interviews and skills assessments. This might involve using behavioral interviews, job auditions, or trial periods to better assess cultural fit and potential. Invest in training for hiring managers to improve their ability to identify and attract top talent. Create a strong onboarding program that reinforces the organization’s culture and values. Implement regular performance reviews that assess not just results but also alignment with the organization’s culture and values. Develop clear, fair processes for addressing performance issues and making necessary personnel changes. Finally, create a strong organizational culture that attracts and retains top talent, making it easier to maintain high standards in hiring and retention.
Increasing Focus on Sustainable Business Practices
The principles outlined in BE 2.0 align well with the growing emphasis on sustainable business practices. The book’s focus on building enduring companies resonates with the current trend towards long-term thinking in business. As sustainability becomes a key concern for consumers and investors, companies that follow the book’s guidance on preserving core values while stimulating progress are likely to be well-positioned. The Hedgehog Concept can be particularly useful in helping companies identify sustainable business models that align with their strengths and values.
In the future, we may see an increased integration of sustainability metrics into the Flywheel Effect. Companies might add environmental and social impact measures to their key drivers of success. Level 5 Leadership could evolve to include a stronger emphasis on stewardship of resources and consideration of broader stakeholder interests.
Rise of Purpose-Driven Organizations
BE 2.0‘s emphasis on core values and purpose aligns with the growing trend of purpose-driven organizations. More companies are recognizing the importance of having a clear mission that goes beyond profit. This trend is likely to continue as younger generations enter the workforce and leadership roles.
The book’s guidance on preserving core values while stimulating progress provides a framework for companies to maintain their purpose while adapting to changing market conditions. In the future, we might see more sophisticated methods for measuring and communicating a company’s adherence to its purpose. The concept of BHAGs could evolve to include more socially and environmentally focused goals.
Increasing Importance of Adaptability
While BE 2.0 emphasizes consistency and long-term thinking, the increasing pace of change in the business world highlights the need for adaptability. The book’s principles can be applied to build organizations that are both stable and flexible.
In the future, we might see a greater emphasis on balancing the Flywheel Effect with the need for rapid pivots when necessary. The “Preserve the Core / Stimulate Progress” concept may become even more critical as companies navigate disruptive changes. Level 5 Leaders might need to develop additional skills in managing uncertainty and guiding organizations through rapid transformations.
Growing Emphasis on Corporate Culture
The book’s focus on getting the right people and cultivating the right culture aligns with the increasing recognition of corporate culture as a key driver of business success. As remote and hybrid work becomes more common, deliberately shaping and maintaining culture will likely become even more important.
In the future, we might see more sophisticated tools and metrics for assessing cultural fit and measuring cultural health within organizations. The “First Who, Then What” principle might evolve to include considerations of diversity and inclusion, recognizing the value of varied perspectives in driving innovation and growth.
Shift Towards Stakeholder Capitalism
The long-term, value-driven approach advocated in BE 2.0 aligns well with the growing trend towards stakeholder capitalism. This model emphasizes creating value for all stakeholders, not just shareholders. The book’s principles can help companies navigate this shift.
In the future, we might see the Hedgehog Concept expand to explicitly consider a company’s impact on all stakeholders. BHAGs might increasingly include goals related to employee satisfaction, community impact, and environmental stewardship. Level 5 Leadership could evolve to place greater emphasis on balancing the needs of various stakeholder groups.
BE 2.0, despite being an update of an older work, remains highly relevant in today’s business landscape and is likely to continue influencing entrepreneurial thinking in the future. The book’s emphasis on building enduring companies through disciplined management and long-term thinking provides a valuable counterpoint to the often short-term, growth-at-all-costs mentality prevalent in many startup ecosystems.
In an era of rapid technological change and economic uncertainty, the book’s focus on timeless principles of business success offers a stabilizing influence. Its insights into leadership, strategy, and organizational culture provide a framework that can help businesses navigate disruption while maintaining their core identity and values. This approach may become increasingly valuable as companies face growing pressure to balance profit motives with social and environmental responsibilities.
The book’s potential long-term influence extends beyond the business world. By promoting a model of business that prioritizes long-term value creation over short-term gains, BE 2.0 could contribute to broader discussions about sustainable economic growth and corporate responsibility. Its emphasis on aligning business activities with core values and societal benefit aligns with growing calls for more ethical and sustainable business practices.
However, the book’s future relevance will depend on how well its principles can adapt to emerging business realities. As issues like artificial intelligence, climate change, and shifting global power dynamics reshape the business landscape, some of the book’s insights may need to evolve. The challenge for readers and practitioners will be to apply the book’s timeless principles in the context of these new realities.
Looking ahead, BE 2.0 is likely to remain a significant reference point in entrepreneurship and management literature. Its comprehensive approach to building great companies provides a valuable foundation that can be supplemented with more specialized knowledge as needed. As businesses grapple with increasing complexity and rapid change, the book’s emphasis on clarity of purpose, disciplined action, and long-term thinking may become even more crucial.
The Innovator’s Dilemma by Clayton Christensen: This book offers a valuable counterpoint to BE 2.0‘s focus on consistent, long-term strategies. Christensen explores how successful companies can fail by focusing too much on their current customers and business models, overlooking disruptive innovations. It complements BE 2.0 by highlighting the importance of adaptability and the potential pitfalls of becoming too entrenched in existing practices. Readers will gain insights into balancing the stability advocated by Collins and Lazier with the need to embrace disruptive change when necessary.
Measure What Matters by John Doerr: Doerr’s book on Objectives and Key Results (OKRs) provides a practical framework for implementing many of the goal-setting and execution ideas discussed in BE 2.0. It offers a systematic approach to translating big goals (like BHAGs) into actionable, measurable objectives. This book can help readers operationalize the strategic concepts presented in BE 2.0, offering a concrete method for aligning an organization’s efforts and measuring progress towards long-term goals.
The Culture Code by Daniel Coyle: Coyle’s exploration of how successful groups create and sustain great cultures complements BE 2.0‘s emphasis on the importance of getting the right people and building the right culture. It offers in-depth insights into the mechanics of creating cohesive, high-performing teams. Readers will find practical strategies for fostering the kind of organizational culture that Collins and Lazier argue is crucial for long-term success.
The Lean Startup by Eric Ries: While BE 2.0 focuses on building enduring companies through consistent, long-term strategies, Ries’s book offers a complementary perspective on rapid iteration and adaptation, particularly relevant for startups and new initiatives within established companies. It provides a framework for testing business ideas quickly and adapting based on customer feedback. Readers will gain insights into balancing the long-term vision advocated in BE 2.0 with the need for agility and rapid learning in uncertain environments.
Great by Choice by Jim Collins and Morten T. Hansen: This book builds on many of the concepts introduced in BE 2.0 and Collins’s other works, focusing specifically on how companies thrive in uncertain and chaotic environments. It offers additional insights into the practices of disciplined and creative companies, complementing the principles outlined in BE 2.0. Readers will find a deeper exploration of how to apply consistent principles in inconsistent environments.
Creativity, Inc. by Ed Catmull: Catmull’s insights into fostering creativity and innovation in organizations offer a valuable complement to BE 2.0‘s focus on discipline and consistent execution. It provides strategies for maintaining a culture of creativity within the framework of a well-managed organization. Readers will gain perspectives on how to balance the need for structure and discipline with the importance of fostering innovation and adaptability.
The Infinite Game by Simon Sinek: Sinek’s concept of business as an “infinite game” aligns well with BE 2.0‘s emphasis on building enduring companies. It offers a perspective on leadership and strategy that focuses on long-term sustainability rather than short-term wins. This book can help readers shift their mindset from competing in the present to building organizations that can thrive indefinitely, complementing the long-term focus of BE 2.0.
Scaling Up Excellence by Robert I. Sutton and Huggy Rao: This book addresses a crucial challenge for growing companies: how to scale up without losing the qualities that made them successful. It offers insights into maintaining excellence as an organization grows, complementing BE 2.0‘s guidance on building enduring great companies. Readers will find strategies for preserving core values and practices while expanding, a key concern for businesses implementing the principles outlined by Collins and Lazier.
Stanford Graduate School of Business Insights: This platform offers a wealth of articles, videos, and podcasts on business strategy, leadership, and entrepreneurship, many of which align with the principles discussed in BE 2.0. The site features content from leading business thinkers, including Jim Collins. (https://www.gsb.stanford.edu/insights)
Harvard Business Review: HBR provides in-depth articles and case studies on various business topics, offering practical insights that complement the strategies outlined in BE 2.0. Many articles explore concepts like leadership, strategy, and organizational culture in detail. (https://hbr.org/)
MIT Sloan Management Review: This platform offers research-based articles on business strategy, innovation, and leadership. It provides a more academic perspective on many of the topics covered in BE 2.0, helping readers deepen their understanding of key business concepts. (https://sloanreview.mit.edu/)
World Business Forum: This annual conference brings together global business leaders and thinkers to discuss leadership, strategy, and innovation. It often features speakers who address topics aligned with the principles in BE 2.0. (https://wobi.com/wbf-nyc/)
Gazelles ScaleUp Summit: Focused on scaling up businesses, this conference often covers topics related to strategy, execution, and leadership that complement the ideas in BE 2.0. It’s particularly relevant for growing companies looking to implement long-term strategies for success. (https://scaleupsummit.com/)
Global Peter Drucker Forum: This annual conference explores management thinking and practice, often addressing themes that align with BE 2.0‘s focus on building enduring companies. It brings together thought leaders from academia and business. (https://www.druckerforum.org/)
Strategic Management Society: This global organization focuses on fostering and disseminating scholarship in strategic management. It offers resources, conferences, and networking opportunities that can deepen understanding of strategic concepts discussed in BE 2.0. (https://www.strategicmanagement.net/)
Association for Talent Development: This organization provides resources and professional development opportunities in areas like leadership development and organizational culture, which are key themes in BE 2.0. (https://www.td.org/)
Entrepreneurs’ Organization: This global network of entrepreneurs offers peer-to-peer learning opportunities and resources that can help business owners apply the principles from BE 2.0 in their companies. (https://www.eonetwork.org/)
Masters of Scale: Hosted by Reid Hoffman, this podcast features interviews with successful entrepreneurs and business leaders, exploring strategies for scaling businesses. It often touches on themes relevant to BE 2.0, such as leadership and long-term thinking. (https://mastersofscale.com/)
HBR IdeaCast: This podcast from Harvard Business Review features leading thinkers in business and management discussing current business topics. Many episodes explore concepts that complement the ideas in BE 2.0. (https://hbr.org/podcasts/ideacast)
Business Wars: While not directly related to BE 2.0, this podcast offers fascinating case studies of business rivalries, providing real-world context for many of the strategic principles discussed in the book. (https://wondery.com/shows/business-wars/)
Building and Sustaining Innovation: This course from MIT OpenCourseWare explores how organizations can foster innovation while maintaining their core business, aligning with BE 2.0‘s concept of preserving the core while stimulating progress. (https://ocw.mit.edu/courses/15-367-building-and-sustaining-innovation-fall-2010/)
Strategic Leadership and Management Specialization: Offered by the University of Illinois through Coursera, this specialization covers many topics relevant to BE 2.0, including strategic leadership and organizational design. (https://www.coursera.org/specializations/strategic-leadership)
Scaling Operations: Linking Strategy and Execution: This course from Northwestern University on Coursera addresses the challenge of scaling operations while maintaining quality and culture, a key concern for companies implementing BE 2.0 principles. (https://www.coursera.org/learn/scaling-operations)
Inside Bill’s Brain: Decoding Bill Gates: This documentary series offers insights into the strategic thinking and leadership of Bill Gates, providing real-world examples of many principles discussed in BE 2.0. (Available on Netflix)
The Company Men: While a fictional film, it explores themes of corporate culture, leadership, and the human impact of business decisions, offering a different perspective on some of the concepts in BE 2.0. (Available on various streaming platforms)
Becoming Warren Buffett: This documentary provides insights into the long-term thinking and value-based approach of one of the world’s most successful investors, aligning with many of the principles in BE 2.0. (Available on HBO)
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