From Good to Great to Built to Last

According to Chapter 9, what is the primary relationship between the findings of 'Good to Great' and 'Built to Last'?

What was the 'very important decision' the research team made early in the 'Good to Great' project regarding the 'Built to Last' study?

Which of these is NOT one of the four key ideas from 'Built to Last' that are reviewed in Chapter 9?

Chapter 9 argues that a 'good' BHAG (Big Hairy Audacious Goal) is different from a 'bad' BHAG primarily because a good BHAG is based on what?

In what year did Boeing's management team, led by Bill Allen, decide to commit to building the prototype jet (the 707) that would transform the company and the airline industry?

According to Chapter 9, what was the core principle of Hewlett and Packard's entire founding concept for HP?

What does the chapter describe as the 'extra dimension' that helps elevate a company from great to enduringly great, as exemplified by Merck and HP?

How did the Walt Disney company exemplify the 'Preserve the Core/Stimulate Progress' concept?

What paradoxical finding about core values was discovered in the 'Built to Last' study and discussed in Chapter 9?

According to the table on page 209, how does Level 5 Leadership from 'Good to Great' relate to the 'Built to Last' concept of 'Clock Building, Not Time Telling'?

In the evolution of Wal-Mart, how long did it take Sam Walton to grow from a single dime store to a chain of 38 Wal-Marts, before the period of explosive growth?

What final, simple phrase did the eulogy pamphlet for David Packard use to describe him, reflecting his Level 5 humility?

How does the 'Good to Great' concept of 'First Who...Then What' relate to the 'Built to Last' concept of 'Core Ideology'?

Chapter 9 discusses the key question left unanswered by 'Built to Last': the difference between a good BHAG and a bad BHAG. What company is used as a superb example of setting a 'good' BHAG?

What was the 'youngest' company in the 'Built to Last' study, tracing its origins back to 1945?

How does the chapter connect the 'Good to Great' concept of 'The Hedgehog Concept' to the 'Built to Last' idea of 'Preserve the Core/Stimulate Progress'?

What was David Packard's $5.6 billion bequest to a charitable foundation upon his death used to exemplify in Chapter 9?

What question does the author claim at the end of Chapter 9 is the real question to ask, instead of 'Why greatness?'

How does the 'Good to Great' concept of 'Culture of Discipline' support the 'Built to Last' idea of 'Genius of AND'?

In the summary flow chart on page 201, what is the sequence for an organization's journey to enduring greatness?

When Boeing decided to build the 707 jet, what portion of the company's entire net worth did they commit to the project?

What key component is added to the three circles of the Hedgehog Concept to create a 'good BHAG' according to the diagram on page 203?

According to the chapter, what is the key difference between the Boeing case in the 1950s and a bad BHAG like 'Swimming from Australia to New Zealand'?

What was Bill Hewlett's response when asked what he was most proud of in his long career?

The chapter states that 'it is much easier to become great than to remain great.' What is the key to remaining great?

In the example of the cross-country running team, what was their simple Hedgehog Concept?

What was the core logic behind the 'Clock Building, Not Time Telling' concept from 'Built to Last'?

How did the research team's initial view of the 'Good to Great' project differ from Collins' final conclusion, as described by team members Alyson Sinclair and Paul Weissman?

In the Boeing example, what was a key factor in their decision to enter the commercial jet market, related to the 'passion' circle of the Hedgehog Concept?

According to the final paragraphs of Chapter 9, what is the second, and more profound, answer to the question of 'why greatness?'

What was the founding date of Citicorp, the oldest company in the 'Built to Last' study?

How is the 'Good to Great' principle of confronting the brutal facts (the Stockdale Paradox) linked to the 'Built to Last' concept of Core Ideology?

In the founding story of Hewlett-Packard, what happened immediately after the founders stated they would design and sell products in the electrical engineering fields?

What does the author suggest is the primary reason for Philip Morris's exceptional performance, which allowed it to be included in both the 'Good to Great' and 'Built to Last' studies?

How is the 'Good to Great' concept of the Flywheel linked to the 'Built to Last' idea of the 'Genius of AND'?

What does the chapter propose as a practical tool for creating the link between the two studies within an organization, based on the three circle/BHAG framework?

The story of the student who questions the need to build a great company concludes with the idea that greatness is not about size. What example is used to illustrate a 'truly great institution' that is a small enterprise?

What is the key to preserving the core while stimulating progress, according to the chapter?

What percentage of the top five factors did executives in the Good to Great study attribute to technology?

In the summary table on page 212, how is 'Technology Accelerators' from 'Good to Great' connected to 'Core Ideology' from 'Built to Last'?

How long after its founding in 1945 did Sam Walton open his second store?

What does the chapter identify as the 'ultimate seduction'?

The chapter discusses two final answers to the question 'why try to build a great company?'. What is the first answer?

How did Boeing's experience with large aircraft for the military, such as the B-17, B-29, and B-52, fit into their Hedgehog Concept for commercial aviation?

What is the key takeaway from the story of the high school cross-country coach who has an MBA from an elite business school?

What was the founding year of Procter & Gamble, one of the enduring great companies studied in 'Built to Last'?

In the concluding section 'Why Greatness?', the author argues that the research findings can radically simplify our lives. How?

What was the title of Pablo Picasso's quote that opens Chapter 9?

What key idea from 'Built to Last' is most directly supported by the 'Good to Great' finding that Level 5 leaders are ambitious first and foremost for the company, not themselves?

What does the chapter conclude is the inevitable result if an organization ceases to practice the key findings from both studies?