GOOD TO GREAT/COLLINS 138-139

139 Hedgehog Concept about aligning worker interests with management interests and --most importantly--because they were willing to go to almost extreme lengths to build the entire enterprise consistent with that concept. ...great results requires a nearly fanatical dedication to the idea of consistency within the Hedgehog Concept.

Those who build the gtg companies, however, made as much use of "stop doing" lists as "to-do" lists. They displayed a remarkable discipline to unplug all sorts of extraneous junk.

No one at the company would have a title, unless it was for a position where the outside world demanded a title.

140 In a gtg transformation, budgeting is a discipline to decide which arenas should be fully funded and which should not be funded at all. In other words, the budget process is not about figuring out how much each activity gets, but about determining which activities best support the Hedgehog Concept and should be fully strengthened and which should be eliminated entirely.

...gtg companies, they displayed remarkable courage to channel their resources into only one or a few arenas.