Collins

Strategic Concepts & Mechanics

Identity & CultureDream Replaces Mission Statement

Cornerstone MoveTalent Factory as Acquisition Currency

Capital StrategyBonus Pool Tied to EVA, Not Revenue

Cornerstone MoveBuy Beloved Brands Run by Nobody

Signature MoveOwners Recruit, Not HR Drones

Signature MoveBottom 10% Shaved Every Year Forever

Risk DoctrineType IV Leader Purge Despite Results

Cornerstone MoveExit Banking, Enter Boring Forever

Signature MoveFire the Rebellious on Day One

Signature MoveOpen Floor, No Offices for Anyone

Strategic PatternHoshin Kanri Goal Cascade to Factory Floor

Cornerstone MoveLeak the Offer to Shame the Board

Signature MovePeople Chess Not Performance Reviews

Decision FrameworkFive Whys to Kill Surface Excuses

Operating PrincipleComfort-Zone Rotation as Growth Engine

Relationship LeveragePay Consultants to Open Doors

Signature MoveGood Cop While Gibbs Plays Bad Cop

Competitive AdvantageMonopoly Infrastructure as Chokepoint

Capital StrategyHidden Cost of Frivolous Spending

Cornerstone MoveSell Before the Floor, Buy the Next Thing

Signature MoveNever Consider Failure as a Possible Outcome

Risk DoctrineBrierley's Bluff-Bid Brinkmanship Lesson

Cornerstone MovePhone Call to the Top, Then Show Up Anyway

Signature MoveStagger Contracts to Break Supplier Cartels

Cornerstone MoveExclusive Rights as Subscriber Magnet

Signature MoveResign from Everything When Time Becomes the Priority

Signature MoveCut-Throat Competition Even at the Dinner Table

Decision FrameworkRide Winners, Cut Losers at Ten Percent

Identity & CulturePhone Stops Ringing Test of Friendship

Strategic PatternState Broadcaster Arrogance as Opening

Operating PrincipleLucky Timing as Honest Accounting

Capital StrategySubscriber Economics Over Advertising

Risk DoctrineAnimal Intuition to Exit

Primary Evidence

"The idea of a Big, Hairy, Audacious Goal, according to Collins, is to unite people around a common, greater goal, and also to get them to “stretch” their capabilities—to…"

Source:The 3g Way

"In her book on Sir Ron Brierley, Yvonne van Dongen writes that Heatley’s suggestion of buying GM showed ‘it was obvious he was not BIL material’.[11](private://read/01jectdbce729daxqkxt7cbe8r/#mn16) Collins is kinder. ‘Craig’s thought processes had no real boundaries,’ he says. ‘He was not constrained by things the way we were. While we were huge by New Zealand standards, in a lot of ways we were very constrained and we tended to look at existing companies and not stray too far from the things that we knew, whereas Craig had not been around for that long and didn’t tend to see those boundaries. He looked at things quite differently.’"

Source:No Limits: How Craig Heatley Became a Top New Zealand Entrepreneur

Appears In Volumes

The 3g Way No Limits: How Craig Heatley Became a Top New Zealand Entrepreneur