(am Tee eset tS taGain deoper understanding ofthe ideas prsented in the books "But to Last and "Good to Great’ by using these escussion guide questons Lovel § Leadership Which is harder to cutvat wth yours: hum or wa? "Level 5s bout ambition fst and foremeet about th cause, the company, the work-—not youret—combined with the wie make good on thst atic, then how can 2ach of us as individual lear fo ake actions Consistont wih being Love 5? ‘Think of @ Level 5 you ave known, How dé he ox she become Level $? What can we lem fom that person? Wy do 6 few Level 5¢ get chosen for top spat in our rgantzations? What canbe done to change this? First Who How might you tel someone iathe ight person onthe bus? How might you tel someone is simply in he wrong seat a dnc fom being te wrong person on he bus ently? “Think ofa case wher you had deus. but your ergantzaton hired anyway. What was the outcome? Wy did the organization hire anyway, and what do you lear fom the station? compensation isnot he primary diver forthe right people onthe bus, then what are the primary elements in {geting and keeping the right pocpe on the bus? What role does compensation pay? Confront the Brutal Facts Which sie ofthe Stoke Paradox harder for you: unwavering fh or contort the brutal facts? Why? Think of wo envionment hat you have been n. The fst being an environment tha id nat content he brutal facts and where peopl (and thet) were nct heard. The second being an eavirenment that did conto the brutal facts and where people had tremendous opportu tobe heard. What accounts forthe dfecence between te two environments? hat does the conast each abext how fo construct an envi wheze the wah is hears? Do you have any red fag mechasismsin you Me o organization? What ideas do you have fr new ones? In leading a tearm, what is your questons to statement ato?SER Eee ey Hedgehog Concept (the Throe Circles) How long, on average, iit tke the good o-greatcompanis to carly thelchedgehog concept? What Impleatons does this have about feng your own pedgehog concept? ‘Are you engaged in work tha fis your own thee cles what you are passionate about, what you are {genetical encoded fc, what you can get paid or? Do you need to change? Which oles Raresto get rghit? wy? Which is more impetnt for an organization: the goa to be the best at somethin, of ealitic understanding of ‘wat you can and cannt) be te best at? ‘Can each sub-unit and each person havea hedgehog concept? How is the nedgebog concept erent fora nonprofit ogantaton? Culture of Discipline \nsing your extage chess s mpocant, how do you tell "which’ cottage cheese e wot sing? In oer words, digent tention o deta cessor, how do we decde whch tals are important, and which are teat? Think of two people: One being someone wha ony $86 his or har ob as "ob" andthe other who understands {hat he orshe has a responsi. How doos this ference pay tse tin the work? What shoul wa ok | ‘erin locating such people? class distinctions ar deeply sive, then why do cxganzation persist in creating an executive clas that ‘separates Asa rom those who So the real work? you ran the whole show, what woud you remove io reduce those clase distinctions? 1p you have stop doing ist? Wat do you put on your to doing lt? Technology Accelerators technology cannot make or beak a company’s vel f greatness, but ony serves as an accleatr of sreiness or dame already in progress, then why dc everyone fallin love win technokogy for technology ake during the 199087 ‘Why is thee so mich hype and fear about new technologies, and what can you dot view new technologies wih objective equanimity?EL Cente Flywheel “Think of wo organizations you\e observed: one that flowed te ywheel php, ante other hat fl ito ‘tha Doom Loop. What caused th Giference between the two? What does your conrast teach about wy d0 80 ‘many organizations flint te Doom Locp ater than Bling momentum over the long erm inte yal? How do you krow when 8 ime to change the diecton ofthe Nywheel? Inbig change programs wit lt of hoopla tag nes, launch events, motivational meetings—and so foth—do nota to greatness, thn why are such programs So common? What should be done instad of these programs? How can the fywhee concept rply to your own fe and career? Prosorve the Core / Stimulate Progress What are your core values? nat is your core purpose, bayend just making money? nat is your BHAG—big hay audacious goat? ‘What is yours five-year base camp, onthe way to achieving the BHAG? Wat practces and svatales does your organization have that ae dysfunctional and should be open for change?Jim Collins.com | Hedgehog Concept p1 Page 1 of 2 aoe [fesereGetoorses Ss] Home tatty | Lev! 5 tenon 4 ‘ it Lascerarony Level 5 Leadership Lvl 5 lees channel thir ago neads aay fom themselves q Sn into the larger goa 9 ding a gest company. es not ‘hat Level S leaders have no ega of el meres ned, they ‘Beineedily ambivous but tele ambit fst and orem for she nstution, not thems 4 ee What is the truth of your ambition? unary omianccueuah when David al became CO of Fame Maen 18, he campy ‘Toucan exomotsh anti i ees ‘ras losing $1 milion every singe business day. Over te next nine Years ame anced Fumie ees Hsrpremance ‘Shae he ot Wal Sects coin lle every aera Duss day and esting te gener sek marke 81. Ma retired whl sila the top of is game, fetng thatthe company causa as Would be ilserved if he stayed on to long, and turned the company Seetmensates oy ‘ver to an equally capable successor, Jim Johnsen. shorty thereater, Sranam incom ten How sap axwal’s retrement package, which had grown to be worth §20 [ctabons come he mon based on Fannie Mae's spectacular performance, became 2 ae oie of controversy in Congress (Fannie Mae aperates under {government charter). Hanwell responded by wing 9 letar to Ws Successor, n which he expressed concem that the contaversy would Wesinthe Research ‘sgger an adverse reaction in Washington that could Jeopordne the he oundatn sales gone ym and Ure oF the company. He then Instructed Johnson nat pay hm the 5 Shinesesuppres Upon frezarhe” remaining balance~$5.5rllon—and asked thatthe etre amount be seo ‘ontbute tothe Fannie ae foundation for lon-incame housing."= Dovid Maxwel ke Darwin Smith and Colman Mock, exempted 3 ey vat of Lave 5 leaders: ambition fst ond foremost forthe ompany end concern for succes ater than fr one's own ches and persona renown. raze on: Goo to Gres Entsn) Checter 2 pages 26-27 “Tere perhaps no more corrosive trend tothe heath of our ‘organizations than the rise ofthe clebrity CED, the rock-star leader ‘hose deepest ambition i stand foremost s-centne. Read more ‘fom The Misguided Min-Up of Caleb and Leaders. hutp:/wow jimecollin.comlabflevelSindex: him 07/05/2008Jim Collins.com | Level S Leadership p2 ao eet Reacing Room | ‘he Power Brotar by Robart A. caro tra cre extra cree Its inthe Research “oe foundoton of 9 tens ones by 2m _itp:/www jimeollins.com/lablevel5p2.html Page 1 of 2 Lancrarony: Level 5 Leadership Lvl leaders channel thir ogo needs a9 fom themsohct Sn inte th larger goal of ducing a great company. eno ‘hot Love!» leaders have no aga or selrinerest need hey Breincresiby ambitious but ther ambiton fs and oremost forthe sstuven. not themsates Which is harder for you humility or will? Level 5 Tenders area sty n daly: modest and wit, humble and feares. To quick grasp this concept, thnk of Une States President ‘Abraham Lincln (one ofthe few Level 5 presidents n Unites States Instr), who never let his epegstin the way this primary ambition for the larger enue of an enduring great raion. Yet thse wh mistook Mr Linco’ personal modesty, shy ature, and awkward manner assigns of weknes ound themacives| terribly mistaken othe stale of 250,000 Confederate and 360,000, Union ves, ining Lineal’ oe.* We might be abi fa stretch to compare the good-ta-great CEOS ‘to Abranam Unean, they el eelay the same daly. “The Two Sides of Level 5 Leaders Professional wit Personal Humility ‘creates superb resuts, a dear Demonstrates a compeling ‘atahst inthe Uanation from madesty, shuncng ube ‘900d to great ‘dulavon; never beast Demonstrates an unwavering ‘Acts wth que, calm resolve to do whatever must be determination; res principally one to produce the best ong: on inspred standares, not erm resuts, po mater how inspiring chara, to vate ‘ie ‘Sets the standard of bulking an__Channels ambition ito the enduring great company: wil company, nat he Sef Se up sete for nothing kes ‘successors for even greater ‘succes inthe next generation. Looks nthe mirror, not out the Looks out the window not inthe Window, to apportion mor, to apportion cre fr the resposibity fr poor resus, Success ofthe company—to other ever laming other people, people, external factors, and ‘extemal actos, or bd luck. 00d luck 07/0s/2008Jim Collins.com | Level 5 Leadership, p3 Page 1 of 2 Lancaaroay Level 5 Leadership Lou! 8 lees channel thir ego needs aay fom shemscles . 8nd into the arger goal a bing great company. Ire not ‘hat Level S ladrs have no ego ore itorem nde, they ‘weincedly ambitious. Sursheirombinon i fistand ‘orem for the nssitation, not themreves. = seeeee What level are you? 1, 2, 3, 4, or 5. Tigteenia Lazgsmoerra, tye tarm evel Stes ote ges lvl in a Neary af execaive awit is “capabiities that we Identified in our research (see the diagram below). wie wenn ‘We you on end save n sequence fom evel tov 3% peor Ign be posable fei nso of he ower irl ater tay sete ovloed ave Sade embed al ve yer of the pyrami, Ws Inthe Reseach BB, neve on: Gos te Grex Enon) Choate 2. 0906 21-22 ‘he foundation oa eas generate by 3m an Ihe Gon psd one ear " Level 5 Executive Seika gers dsoroel Competent Manager Contributing Team Member Level 5 Hierarchy Read mare about who has what takes to reach the top ofthe prem, We canal lean by exampe bups/ ww jimeolins.comMabievel5p3.himl 71052008Jim Collins.com | First Who, Then What pt Page 1 of 2 Sc 8 PLoboratory | -PLecture Hall -pLibary = Biography [Ereareteienses"———]—the | abrntoy| Fat ho, Ten vat Page do 3 | Lazorerony: First Who, then What ‘The main point ofthis coneapt inet jus about ssiombling the fight team. thas Aathing new The ma pane Ant get ‘the right aeopie en ths bus Cand the wrong people of the Bue before you hgure cut wher to dee The second hoy goin Igthe degree of sheer rigor needed with regard 0 people fdeasiansin order tote 3 SompanySrom good Tore stra Creat Este coat Are you a genius with a thousand helpers? att Fp In contrast the go0d-o-geatcompenies, which bul deep ond DetwecnaGeue is tg ina strong executive teams, many f the comparison companies flowed 2 “Roueane einer and Us aon with a thousand helpers dl In this made, the company moors resent to 2 platform forthe talents of an extraordinary india In these +e ‘cases, the towering genius, the primary driving force in the company’s Sicess 5.2 great aSset~es long asthe gent sticks aroun. oes generate by nan Se ovata east ea ‘Good o-eret Companies) 4 eth eg pple th bs + one you ve a at pa in ‘Rend ont Gzod Grae Engen) Chapter 3, page 46 Thousond Helpers” (comparcon Companies) | 4 nat orem ai eapole To build a great company, you must ‘get the ight people onthe bus Do you have the right people on the bus? @) p/w jimcollins.comabifrst Waofindex him 07/05/2004Feeding Reom stra Creat ‘xtra Creat Sonate ce Wes inthe Research ‘The foundation of es geste by mane First Who, then What ‘The main poin ofthis concept isnot just about asemBling the ‘ight team-—thar's nating new Tha ain aint 0 fest get {righ people onthe but (and the rong people the us) botore you igure our where to dive tthe scone Key point isthe degre of sheer ngor needed with sgardo peop Sections morder to take 3 company rm good great Do you have the right people on the bus? ‘The executives who lanes the wansformations from good to grat cit nots hgure out were to drive the bs and then get people ake "there. No, they stg the right eoale onthe bus (ond the wrong eopl ofthe bus) and ten igures out where to driv They sn essence, “Look, {dont realy know where we shoul take ths bus. But "now this much: If we get the right poopie on the bus, the right Deople nthe right seats, and the wrong people of the bus, ten wel Foure out how t take somesace great” “The good-o-great leaders uncestood three simple uth. ist you begin wit "who," ater than “what,” You ean more easy adapt 8 chenging wart people jin the bus primary bacause of where ‘a, what happens you get ten mies Gown the rod ted you need tw change drecien? Youve gota probier. But if people are an the bus because of wh ese eon the bus, ten ls much easier to change ‘rection: "ey, 1 got on this bus because of wo ee ison we oes eo change crecion to be more sucess, ine wth me” Secon, IF yu nave the night people onthe bus, he reblm ofhow to ‘motivate and manage people lrgely goes anay. The ight people dont need tobe tightly managed or fied; they wil be eaf-matvates By the iver crv t proauce the best rept and ta be pat of resting something great. Third, f you nave the wrong people, e doesnt matter lhether you dscover the right retion; you sil won have a great ‘company. Great vison without great peo is erelevre. a nt Gone Grae (ngs) ChaBe 2. aks stent Mev ey ng conser when skin fhe o you aly cansstent standards rat with wanton abandon? Are you rigorous or ruthless? @ Copyright © 2002 im Colles. At ots ere eb stedevelpmnt: G3 sagas | tsar Muar 10 KaaJim Collins.com | First Who, Then What p3 [eeeteas sy Extra Cre extra crest ‘The foundation oa eas generte by ns Page 1 of | Seer 0% Lancrarony: First Who, then What The main pois ofthis concep isnot just about asambling the Fight tam.—that's nating now: Tha main point sta frst get ‘he right people onthe bus (andthe wrong people oH the bus) before you hgure out where to drive t-te second Key point isthe degree of shear ngor needed with regard a people Aeesions mort te take s company tram goed ta eat Are you rigorous or ruthless? Tobe rthess means hacking and cutng, especially in fel times, cor wantonly ring people without any toughtul consideration, To be "goous means consistent applying exacting standards at al mes tnd at al levels, especial in upper management. To be rigorous, ot ‘utes, means thatthe Best people need not worry about tel ostons and can concentrate lyon he work Breas on: coos to Great Ents) Cooter 3, pages 44-45 How to be rigorous. We've exacted tree practical esoptnes from the research for blng iorous rather than ruthie 4 When in doubt, doit hire—Keep ockn. 2. When you need to make a people change, act 5. Putyour best people on your biggest oppartunies, nat your ‘biggest problems. Use the pulldown menu above, or clk theaugh to Explore another Idea...) oprane © 20024 cli ans reserves _ttp:/www jimeollins.comabfirstWho/p3. htm 07/05/2008Jim Collins.com | Confront the Brutal Facts, pl! Page | of 2 Sheeler Se [Eotretieraee ses =] Home Labrntary | Coot the ral cs; Page tof 3 Lavoaarony: Confront the Brutal Facts ‘When..you start with an honest and diligent effort to ‘determine the truth of te staation, the ght aions bf become sltaudert Nat always, of cour, fen, [And even if al dackina da not become setuid. one ‘hing cera: You abla cannot make asener of 9008 decane witout few controntng te oil fet —— Do you confront the brutal facts? ‘42 tove and War by 3im and Sybil Stocks 1» confronting the brutal facts, the goodto-gest companies lft imind anc thatthe fe presses soenpean ot themselves stronger and more resilient, not weaker and more ‘otvanan ae ut etn staan wal, apie, Teele a sense of exraton tat comes fing ean ‘the hard tuts and saying, "We wil never give up We wl never Old testament: 3004 of 30 pit. Tt might take along time, Dut we Wil nda way to preva.” restimporant boot" Ss Every good-to-peat company faced sgniant adversity along the way te greatness, of one sort of aother—cibette and the takeover bates, Extra Cat Reading Reom "Nucor and imports, Wells Fargo and deregulation, Pitney Bones losing "ts monopoly, Abbot Labs and a huge product Fecal, Kroger and the Stepe'curtaners —Medringbyittore, Ree to replace neary 100 perent a Rs stares, end so frth. In every nls Fron ‘ase the management team responded with 9 powerful poyhologa! Doyen anayour Be ranks ‘ual. On the one hand, they stall accepted the bua aes of emoarynaeiie__fiokonaryanrech realy. On te other Rand, they maine an unwavering Fathi he ‘peeece vos oyu bese thet ms tendgtme, anda commitment to preva as 2 great company despite ons SSmorprctisiont the brutal facts. We came to al ths dusty the Stockdale Parocon. ‘Read on: Goode Greet (Enlist) Chanter 4, pane 83-85 Ws inthe Research Ihe anton of 8 es ered ye ms “The Stockdale Paradox Reason rye roe ezan fats that you wit Confront the most brutal Prevallinthe end, AND at the fects of your current regardless of tie same time realy, whatoer they ‘acotes. right be stan ne Te way you conan the bs fas cn mea he erence ‘nips/4vor jimcollins.com/ab/brutalFactsindex html 7105/2004[Boeretergessei: =] Hare | abraon | Coton Bac _ Confront the Brutal Facts ‘When. .you start with an honest and diligent efor to Setermine the truth of te stuation the ight decors ‘fan become eit sndent Nt aya of our. fen Sand even all dechons do not Bocome ti sdent one ‘hing cori: You abot canner make aren of good ‘deosons witout fre controming the brits fs extra Creat Extra Cast Do you suffer from the liability of charisma? The Death of te The eaeleg ‘Tha momenta leader allows himse to become the primary realy eae eo ‘people worry abou, rather tan realty being the primary realty, YOU es ave a recipe for maderty, or worse Tis i one ofthe hey reasons ‘rcv old inyur ognizaton? why less eharlsmatc labaers oan proce beter long-term resus Semeomnametie Hokies ‘han thelr more charsmate counterparts. Eaten Indeed, fo those of you with a strong charsmatc persona, eS ERE Nabity as an asst. Your strength of persona can som the seeds of problems, wen people ite the tal acs rom you. You ean ‘Tegument es eaten 20d vera te lbs of Roving chase, ut dos rue 1B Rea on: Goode Gres (East) Chase 4 pas 7 So now you have the fats. Do not ignore them. What are your red flag mechanisims? @) Copyright © 2002 he Cone Al gts rca we se devi: G3 Asan | Laboratory asain 20a KesaanJim Collins.com | Confront the Brutal Facts, p3 Page | of 1 ST Xo [eeiore De Tessa] Home| ataatory | Conon he uta Fat: Pope 3 of _ Confront the Brutal Facts ‘When. .you tart with an hoes and igen for ro determi he rth of he staston, he hgh des ans then became ltr Not ayo ous, bu fen, ‘Radovan at deco: dono bec if eee one | ‘Binge cera You sro camot ake asa good | Secon nto fe contonsing heb acs — ae What are your red flag mechanism: 4 Listen i: ‘We found no evidence that the good-to-great companies had more or ore beter inormation than the comparison companies. Mane. Both Sts of Incense at connat_ 78 companies nad virtually identical acess to good information The Key, Biprore then, es notin beta Informatie, Bu In trmng information ito Reade artic Information tat cannot be gnared es inthe Research ‘ne particulary powerful wey t accomplish hiss trough red ag ‘end on: God o rest (ena, cagtr 6, pag 79:50 Use the pulldown menu above, ck through 0 Explore another Idea... @) Cepia @ 2002 im ile. gts esr. este evelopment: 23 Ape} | Lert stn on Kegan ‘htp:/+vwv jimcollins.com/lab/brualFaets/p3 html 7105/2004Jim Collins.com | Hedgehog Concept p! xtra creat xtra creat penton Seog Soci the ching pared byes by en ane Page 1 of 1 Lavoaarory The Hedgehog Concept ‘Aedgehog Concepts not a goal t be the best, a strategy fo be the best an intention tbe the best. 3 planto be the best Ieisan ungestanding af what you canbe the best 3 ‘ne detinton i sbuoitsy er jou a hedgehog or a fox? In his femous esay “The Hedgehog and the Fox" Isaiah erin dvced ‘the word nt hedgehogs ad ore, based upon an ener Greek parate: "The fox knows many tings, bt the Redgehog knows oe la thin.” ‘ead on: Good Great nlh Caster 5 page 30:91 ‘hat does at tis talk about hedgehogs and foxes Reve to 60 wlth ‘900d to great? Everything, ‘Those who bull he good-togreat companies ware, o one degre or another, nedganogs, Mey ued tele hedgehog nature to driv towerd ‘what we came to eal» Hedgehog Concept fr ther companies, Those ‘who ld he comparison companies tended to be foxes, never gaining the clartying edvantge of Hedgehog Concent, being Instead scattered, fused, and incansstont. Seeking your Hedgehog Concept? Explore your 3 circle este event! 03 gan Laboratory laser bitps/svorwjimcollins.com/lab hedgetogyindex.html 07/05/2004Jim Collins.com | Hedgehog Concept pl Sees) any Hen Concet na pve entra creat eatng Room 0 ow—re Peyhotony Seog cares Fagin eres Wey antersanang “rioymene oe Wes inthe Research The foundation of aces generate by en and Ihe Gens em een Page 1 of 3 ame | aber |The Heeaeon Concet = Page 2 of 3 [The Hedgehog Concept ‘Atedgehag Concept isnot a goa tobe the bet,» states {obethe bah, sn intention tobe theber, plan bee bet. [Risin undertanding ht you son Bete Boe What are your 3 circles? “The essental strategie ference Bebneen the good-o-grest and comparison companies ly In two fundamental distinctions. rs, the (00d-to-great companies founded ter strategles on deep Understanding along three Key cimensions—what we came to call the three ces. Secon, the good-to pret companies Vanslated that understanding into a simple, exstaline concept that guided all thelr tffortnenee the term Hedgehog Concent. Nore pecs, 2 Hedgehog Concepts a simp crystalin concept ‘nat Rows trom deep understanding about the intersection of he Toliowing thre cre: 1. What you canbe tne best nthe worl at (ang, equally important, vihat yeu cannot be the bes inthe word a). Tis scemingstancaré 40es far beyond core competence. Just Because you possess a core ‘ompetence doesnt necesarty mean you canbe the best nthe world at Conversely, what you canbe the best at mia nt even be Something in which you are curren engages. ‘What drives your economic engine. Al the good-o-great companies attained pring insight int hon to most afecvely generate Sustained and rebust ash fow and prtabilty. In patter, they AIscovered the single denominator—proft per thet hed the greatest Impact on thelr economies. (t would be cashflow per xm the Socal sector) 3. what you are deeply passionate about. The good-o-aest ‘companies focused on these aces that lated thelr passion. The dea ares not to sumulate pasion but io dacover what makes You passionate Inup:/ wow jimeollins.comabfaedgetog/2html 07/05/2004‘Jim Collins.com | Hedgehog Concept p! http/ www jimeollins comabshedgehog/2html Page 2 of 3 What you can bethe best your the word ot economic Three circles of the Hedgehog Concept To quickly grasp the three eres, consider the folowing personal analogy. Suppose you mere able fo construct a work fe tat meets the folowing tee tess. Fest, you are doing work for which you have 3 ‘genetic or God-sven talent, and perhaps you could become ane ofthe best nthe worm applying tat talent. ("fel Iwas Jost born to be ain this) Second, you ae wel pid for what you do. CT get pat to otis? Arm reaming?” Tir, you are doing work You ae assonate about and absolutly love to do, enjoying the actual process forts own sake. (lok forward to geting up and throwing myse Inco my day work, and teal believe in what Fm doing") yu eau dive towers the intersection of these three orl and ‘ransat that intersection int 2 smpe,crytaine concep hat guided Youre ehoiees, then you's hove a Hedgehog Concept fer yourse ‘Tohavea huly developed Hedgehog Concept, you need al vee tices. If you make 2 lot of mney doing things at which you could rover be the best, youl any bull a successful company, nt 2 great ‘one. Ifyou become the Best at something, you never remain on tp if ‘you dot have inne passion for what you ae dong. Final, you {an be passione al you wart, but you cant be the bes at eo oes make economic sense, then you might have alte fun, But you wont prosuce great resus. To gain clarity on your the circles, built the mechanism ofthe Cound So, who is on your Council? @) o7/osr2004Jim Collins.com | Hedgehog Concept p3 aT et era crea Ws inthe Research sta Creat “he foundation ofa eas goer by a8 ‘ntps/ ww jimeolins. coma fhedgetop/p3. ea! Page 1 of 3 Home | atoatr | Te Hetaehog Concer: Page 3 of 3 \ anonaroRy: The Hedgehog Concept ‘AYedgchog Conceptis not a goal to be the best, «strategy fo be the best. an intention t be the best. 3 planta ba te bat Tis an understanding at what you an bo the bests The dtinion abeotey eral Who is on your Council? ‘Te Coc consis of group af he ra people who pate Ssioue on ete pied y te tre sce, Rr a over fine, bbout va sve and decoens ng he aan In response othe question, “How should we go about geting our edge Concept” 1 would point to the lagram blow and say: Bui the Coun, and use that a5 2 model Ask height questo, engage in vigorous debate, make decisions, autopsy the results, an learnall ulded within the context ofthe three cles. ust keep going through hat eee of undertanaing." ‘Ask Questions, guided by het The Council Autopsies and Analysis, Dialogue and Debate, ‘quded bythe thre ees guided by the thee ores Executive Decisions, Getting the Hedgehog Concept Aniteratve Process When asked, "How do me accleat the process of geting @ Hedgehog ‘concep woul respond: “Increase the numberof mes You 90 around that fl cyl m8 given period of time." I you go through this 07/05/2008