The main point is first get the right people on the bus (and wrong people off the bus) before you figure out where to drive it. The second key point is the degree of sheer rigor in people decisions in order to take a company from Good to Great.

Whether you prevail or fail depends more on what you do to yourself than on what the world does to you.

Great vision without great people is irrelevant.

Change your practices without abandoning your core values.

Just because a company falls doesn't invalidate what we can learn by studying that company when it was at its historical best.

The drive for progress doesn't wait for the external world to say "It's time to change."

Managing your problems can only make you good, whereas building your opportunities is the only way to become great.