The book Built To Last investigates the factors that have contributed to the incredible success of 18 forward thinking companies, as well as the concepts and ideas that have allowed them to thrive for over a century. This book is the culmination of six years of investigation. Collins and Porras developed a list of 18 visionary organizations after conducting a survey of hundreds of CEOs of the world's leading enterprises at the time. They then meticulously studied, probed, and compared them to their non-visionary rivals. They wanted to know what had kept them successful through decades, and in some cases, centuries.
To start a great firm, you don't need a fantastic idea. Or, for that matter, any concept. Because genuinely great and visionary organizations generate so many excellent ideas in the first place, they are continually turning forth fantastic ideas. Instead of focusing on one great idea or one great leader, these firms excelled because they concentrated on the process of generating ideas and producing leaders, whether good or terrible. It's much more important to be restless and persistent than it is to have that one-in-a-million idea.
Your company can't be visionary unless it has a fundamental ideology. Two things make up a core ideology: a higher purpose and a set of basic values. Apple's mission statement, for example, is "Think Different." They've come to disrupt, transform, and improve things. It makes no difference what industry you're in. They started with computers, then music, and finally cell phones. The user-friendly and elegant design is one of their core beliefs. Take note of how these do not obstruct progress. Apple was never one to rest on its achievements. They would never have switched from PCs to music players if it hadn't been for this. Your basic philosophy must be carried out throughout all products, employees, and eras. What matters is that it exists, not what it contains. You'll never be able to establish a vision that is strong enough to attract other outstanding brains to assist you build it if you don't have a purpose or ideals to hold up high. A goal and a set of values are far more important than an idea.
Finally, visionary companies' employees are in or out. Because their basic values don't allow for many compromises, visionary businesses will only hire the best people who share their values. You either agree with or disagree with the underlying ideology. There is no middle ground, which is why new staff either succeed or fail soon. Only once you're certain that your staff are adhering to your fundamental values can you trust them enough to allow them to explore and develop the ideas that your company relies on.