In chapter 5 of Good to Great, Collins talks about the “hedgehog concept.” He states: “Hedgehogs, on the other hand simplify a complex world into a single organizing idea, a basic principle or concept that unifies and guides everything.” (91) Although he avoids using the word “Mission” or “Vision,” the essential concept is the same. What is unique, however, is the three circles, “…a Hedgehog Concept is a simple, crystalline concept that flows from deep understanding about the intersection of the following three circles: 1. What you can be the best in the world at…. 2. What drives your economic engine…. 3. What are you deeply passionate about.” (95,96)
According to Collins the overlap of these three circles is the “Hedgehog Concept.” Whether these should be seen as circles that overlap or not, the important thing is that these three questions provide a sound starting point for discussion between those “on the bus.” Let’s take a brief look at each circle and the overlap.
Circle 1: “What can you be the best at in the world?” Collins writes, “Just because something is your core business–just because you’ve been doing it for years or perhaps even decades–does not necessarily mean that you can be the best in the world at it. And if you cannot be the best in the world at your core business, then your core business cannot form the basis of your hedgehog Concept.” (99) Being the best in the world is a lofty goal. Applying this circle and focus is fundamental to any business, organization or non-profit because it narrows your focus, which can allow you to bring the greatest resources to bear. But this alone is not enough to become great.
Circle 2:”What drives your economic engine?” “…every good-to-great company attained the notion of a single ‘economic denominator.'” (104) This one is harder but boils down to this: What single thing within the organization determines success, and if improved, would show even more success. When combined with Circle 1, this concept opens up the opportunity to move along a track instead of haphazardly across a field.
Circle 3: “What are you deeply passionate about?” “You can’t manufacture passion or ‘motivate’ people to feel passionate. You can only discover what ignites your passion and the passion of those around you.” (109). Collins’ opinion is that a better use of energy is to focus on what you are passionate about – because that is where you will generate the most energy and interest, and do the best job.
As I stated at the first, I think these three questions, if honestly discussed and the brutal facts of the current reality are kept in mind, should provide a solid foundation for a mission statement and focus, which if followed will produce significant results.
