You must set yourself on fire. An entrepreneur of the Great Depression, Glasow set the goal of making everyone in America smile. He published humor magazine after humor magazine for 60 years. In fact, he was so good at it that publications like the Chicago Tribune, Forbes, and the Wall Street Journal cited him frequently.
Your engineers have the idea to build a large jet aircraft for the commercial market. Your company has virtually no presence in the commercial market and your earlier commercial attempts have been failures. Furthermore, your sales force reports that commercial airlines in both the United States and Europe have expressed little interest in the idea of a commercial jet from Boeing.
No other aircraft company has proved that there is a commercial market for jet aircraft. Rival Douglas Aircraft believes that propeller-driven planes will continue to dominate the commercial market. Your company still has memories of the painful layoffs from fifty-one thousand employees down to seventy-five hundred after the end of World War II.
And, for the clincher, you estimate that it will cost about three times your average annual after-tax profit for the past five years—roughly a quarter of your entire corporate net worth—to develop a prototype for the jet.
What should you do? You build the jet. You call it the And you bring the commercial world into the jet age. A BHAG is not the only powerful mechanism for stimulating progress, nor do all the visionary companies use it extensively … Nonetheless, we found more evidence of this powerful mechanism in the visionary companies and less evidence of it in the comparison companies in fourteen out of eighteen cases.
Like the moon mission, a true BHAG is clear and compelling and serves as a unifying focal point of effort—often creating immense team spirit. It has a clear finish line, so the organization can know when it has achieved the goal; people like to shoot for finish lines.
A BHAG engages people—it reaches out and grabs them in the gut. It is tangible, energizing, highly focused. To stimulate progress, however, we encourage you to think beyond the traditional corporate statement and consider the powerful mechanism of a BHAG.It took a lot of guts for a single man to make such a big hairy audacious goal, but that's exactly what it takes for innovation to occur.
Whether you are the President of The United States or the founder of a small business, it takes big hairy audacious goals—or BHAGs—to create game-changing innovations. The Big Hairy Audacious Goal is a statement of Strategic Intent – the specific result the company will achieve in years time.
It is the inspiring “Mount Everest” they will climb. It is one of the components of the company vision, as per the the Collins/Porras framework. BHAGS: Big Hairy Audacious Goals Overview: The basic idea is to facilitate the proposed activities.
If the group you are offering this to works on one project (e.g., is about to organize a service project or conference, or to create a new A BHAG is a Big Hairy Audacious Goal.
BHAGS were coined by James Collins and. The acronym stands for "Big, Hairy, Audacious Goal" and is pronounced "bee-hag." It's a concept popularized in the business bestseller Built to Last: Successful Habits of Visionary Companies (Harper Business) by Jim Collins and Jerry Porras.
Big Hairy Audacious Goals (BHAGs): A Tool for Goal Setting The Bonner Community Engagement Curriculum BWBRS Description: Bonner Curriculum workshop introduces participants to a visionary tool for goal setting, “Big Hairy Audacious Goals,” from Built to Last, documenting successful organizations.
You start with five Big Hairy Audacious Goals (I think original credit goes to Seth Godin for this term, but correct me if I’m wrong) for the year. BHAGs are challenging, but not impossible.
BHAGs are challenging, but not impossible.