Built to Last Chapter 5
Chapter 5- Big Hairy Audacious Goals
Chapter 5 discusses a visionary company characteristic of taking risk and “setting super goals” as a hallmark for success. It starts off with Boeing’s pursuit of the commercial airline market in the 1950’s, which was underdeveloped and needing a major player for jet aircrafts. Unlike its rival Douglas Aircraft, who avoided entering the commercial market, Boeing took a gamble and developed a prototype for the commercial airliners used today. This chapter introduces the “BHAG” concept as a way for companies to enhance team spirit and shooting for goals to become visionary. Porras and Collins describe BHAGs as nearly impossible, but possible with confidence and a bit of arrogance on behalf of the company. It stresses high commitment and working outside of a comfort zone. The Kennedy moon mission is also an example of a BHAG. Visionary companies have a “commitment to challenging, audacious—and often risky—goals and projects toward which a visionary company channels its efforts.”
BHAGs: A Powerful Mechanism to Stimulate Progress
“There is a difference between merely having a goal and becoming committed to a huge, daunting challenge.”
A Clear—and Compelling—Goal
“A true BHAG is clear and compelling and serves as a unifying focal point of effort—often creating immense team spirit. It [also] has a clear finish line.”
Commitment and Risk
“A goal cannot be classified as a BHAG without a high level of commitment to the goal.”
The “Hubris Factor”
“Highly visionary companies seem to have self-confidence bordering on hubris.”
The Goal, Not the Leader (Clock Building, Not Time Telling)
“The key mechanism at work here is not charismatic leadership. … The goal itself [is] the [key] motivating mechanism.”
BHAGs and the “Postheroic Leader Stall”
“Corporations regularly face the dilemma of how to maintain momentum after the departure of highly energetic leaders (often founders).”
Guidelines for CEOs, Managers,
Chapter 5 discusses a visionary company characteristic of taking risk and “setting super goals” as a hallmark for success. It starts off with Boeing’s pursuit of the commercial airline market in the 1950’s, which was underdeveloped and needing a major player for jet aircrafts. Unlike its rival Douglas Aircraft, who avoided entering the commercial market, Boeing took a gamble and developed a prototype for the commercial airliners used today. This chapter introduces the “BHAG” concept as a way for companies to enhance team spirit and shooting for goals to become visionary. Porras and Collins describe BHAGs as nearly impossible, but possible with confidence and a bit of arrogance on behalf of the company. It stresses high commitment and working outside of a comfort zone. The Kennedy moon mission is also an example of a BHAG. Visionary companies have a “commitment to challenging, audacious—and often risky—goals and projects toward which a visionary company channels its efforts.”
BHAGs: A Powerful Mechanism to Stimulate Progress
“There is a difference between merely having a goal and becoming committed to a huge, daunting challenge.”
A Clear—and Compelling—Goal
“A true BHAG is clear and compelling and serves as a unifying focal point of effort—often creating immense team spirit. It [also] has a clear finish line.”
Commitment and Risk
“A goal cannot be classified as a BHAG without a high level of commitment to the goal.”
The “Hubris Factor”
“Highly visionary companies seem to have self-confidence bordering on hubris.”
The Goal, Not the Leader (Clock Building, Not Time Telling)
“The key mechanism at work here is not charismatic leadership. … The goal itself [is] the [key] motivating mechanism.”
BHAGs and the “Postheroic Leader Stall”
“Corporations regularly face the dilemma of how to maintain momentum after the departure of highly energetic leaders (often founders).”
Guidelines for CEOs, Managers,