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will only build a successful company but not a great company. Then, if the company because the best at something, it will never remain to be the best and the top if it didnaa‚¬a„￠t have intrinsic passion for what it is doing. Finally, the company itself can be passionate all it want, but it can't be the best at it or it doesn't make economic sense, then no much good results will be produced.

Collins argued that keeping a strategic competitive advantage using hedgehog concept is not an easy task indeed. According to Collins, It took about four years for the good-to-great companies to clarify their hedgehog concept. Collins also emphasized in his book that there should be a special mechanism for moving the process along which he called the Council. So, as Collins said, the council should consist of a group of the right people who participate in dialogue and debate guided by three circles which is demonstrated in the diagram bellow;

From the diagram above, we can conclude that such council might be considered as a device to gain understanding about important issues facing the organization. Added to that, the council here might include key members of the management team.

Conclusion  结论

Performance of a company is very much affected with innovation and continues improvement. Consequently, the profitability of the organization will obviously depend on continuous process of improvement which is brought in through maintaining a strategic competitive advantage. Here, it is very obvious that the hedgehog concept may play a vital role in the process of continuous improvement.

At the end of the book which Collins wrote, the reader may conclude that many of the good to great principles can be applied to one's personal life as well as to corporate life.
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