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