International best-selling author Jim Collins, uses the term “Level 5 Executive” in his book Good to Great. This terminology, as he explains, comprises highly capable individuals of a company, contributing team members, competent managers, effective leaders, and level five executive themselves. He adds that these leaders are the ones who credit someone else for positive actions and do acknowledge the team for its efforts and performance. This is just one of the many examples Jim gives in his book that is a must-read for students and professionals alike. This book, running across nine chapters, talks of facts needed to excel in life. He also talks about how companies can build brands that last a lifetime. One of the most important chapters of the book is “A Culture of Discipline.” Here Jim Collins illustrates with his ideas and with appropriate examples of why a company must pursue a culture backed by people who follow a disciplined life. He opines that the well-ordered and a well-organised life leads to a meticulous action bringing affirmative and effective results. Jim puts forward another notion ‘The Hedgehog Concept’ based on the difference between a fox and a hedgehog adapted by the fable written by Isaiah Berlin in 1953. Jim says that a fox focuses on many things but the hedgehog knows one big thing. He further explains that no matter how cunning the fox maybe and how fast it can run than the slow and steady hedgehog, the fox always ends up getting hurt when the hedgehog, while defending itself from the fox’s attack, curls up in a ball and its pointy spikes sting the fox Jim puts forward another notion “The Hedgehog Concept” based on the difference between a fox and a hedgehog adapted by the fable written by Isaiah Berlin in 1953. Jim says that a fox focuses on many things but the hedgehog knows one big thing. He further explains that no matter how cunning the fox maybe and how fast it can run than the slow and steady hedgehog, the fox always ends up getting hurt when the hedgehog, while defending itself from the fox’s attack, curls up in a ball and its pointy spikes sting the fox. No matter what strategy the fox uses, it ends up on the losing side. The sheer focus of the hedgehog led Jim to suggest three aspects of success, which he calls ‘The Three Circles.’ These include, ‘what you can be the best in the world at’, ‘what drives your economic engine’ and ‘what are you deeply passionate about.’ Right in the intersecting points of these three circles will you find the sweet spot where, if made the right effort at the right time, will lead to great results for the individual and for the company. Jim also argues that companies often hire undisciplined people and waste time and money to train them in being disciplined. The idea is to hire disciplined people who know their own worth, the value of the company they are working for and who have a keen sense of direction as to what actions will lead to best results. Moreover, the disciplined people are in reality those who not only understand the three circles but also apply it in their life at an unconscious level. Jim further gives examples of how to create, maintain and sustain a good culture at an organization which includes avoiding bureaucracy, allowing freedom among employees and giving them responsibility. This will produce a culture that nurtures creativity and appreciates hard work. Jim also opines that a ‘stop doing list’ must be followed and adhered to compelling employees to stop doing unnecessary tasks and focus on the important ones at hand. Jim writes, “The good-to-great companies built a consistent system with clear constraints, but they also gave people freedom and responsibility within the framework of that system. They hired self-disciplined people who didn’t need to be managed, and then managed the system, not the people.” Another chapter of the book, “Technology Accelerators” looks at the impact a certain technology makes on the overall performance of a company. In today’s age when technology is governing the very existence of the corporate world, Jim has a slightly different outlook. He considers surveying the technology first and adapting it only if it suits the company’s hedgehog concept. If the technology does not translate in bringing new opportunities, it must be ignored. Jim writes, “Technology is used by good to great companies as an accelerator, not a creator of growth. They avoid jumping on technology bandwagons and only pursue technology consistent with their hedgehog concept.” When elucidating upon the concept of discipline, Jim Collins explains three aspects; disciplined people, disciplined thought and disciplined action. Disciplined people refer to hiring the right people who strive for excellence. Disciplined thought is about being true to the realities while disciplined action is about prioritising tasks and taking action when and where necessary. The writer is an independent researcher, author and columnist. He can be reached at omariftikhar@hotmail.com