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...then what, confronting the brutal facts, the Hedgehog Concept, creating a culture of discipline, and finally using technology an accelerator.

In the book of 'good to great' Collins expressed the idea of Isaiah Berlin when he gave a sort of simple relationship between the foxes and hedgehog. For example, as foxes pursue many ends at the same time and see the world in all its complexity. On the other hand, hedgehogs simplify a complex world into a single organization idea, a basic principle or concept that unifies and guides everything. As a result of that, a hedgehog reduces all challenges and dilemmas to simple indeed almost simplistic, hedgehog ideas.

More precisely, 'a hedgehog concept is a simple, crystalline concept that flows from deep understanding about the intersection of the following three circles' (Collins; 2001.95).

What you can be the best in the world at (and, equally important what you cannot be the best in the world at). This discerning standard goes far beyond core competence. Just because you posses a core competence doesn't necessarily mean you can be the best in the world at it. Conversely, what you can be the best at might not even be something in which you are currently engaged.

What drives you economic engine. All the good to great companies attained piercing insight into how to most effectively generate sustained and robust cash flow and profitability. In particular, they discovered the single denominator-profit per x- that had the greatest impact on their economics. ( it would be cash flow per x in the social sector.)

What you are deeply passionate about. The good to great companies focused on those activities that ignited their passion. The idea here is not tp stimulate passion but to discover what makes you passionate.

These circles are in the diagram bellow;
The relationship between hedgehog concept and the process of continuous improvement and innovation
It is very necessary that all firms continue to improve and innovate. That is essential nowadays due to the continues recurrent changes that occur in today's business environment. Thoes changes vary from changes in financial statements, change in rules and regulations as well as changes business strategies. Thus, the hedgehog concept came to support the process of continuous improvement and innovation.

Jim Collins declared that every company would like to be the best at something, but few actually understand-with piercing insight and egoless clarity-what they actually have the potential to be the best at and, just as important, what they cannot trast between the good- to- great companies and the comparison companies. Consequently, hedgehog concept is sometimes can be considered as a great tool which determines the means of continuous improvement and innovations. Collins spent several years doing researches and case studies on different companies and at the end realized that ' hedgehog concept is not a goal to be the best, a strategy to be the best, an intention to be the best, a plan to be the best. It is an understanding of what you can be the best at. The distinction is absolutely crucial' (Jim;2001,98).

As it is mentioned earlier in this paper that in-order to fully develop a hedgehog concept, all three circles' should present. So, if there is a lot of money to do things at which a firm could never be the best, the firm