I started out really enjoying Jim Collins 2001 book, Good to Great, but quickly realized that the book was rather repetitive.  I found it hard to relate to due to the fact that the example companies were not truly well-known or are no longer great, such as Circuit City. Though the hedgehog concept is an idea I agree with, I do not find it true that a business should focus solely on its one true talent. The truth is, that companies are great at multiple things, but only the best at one. Nonetheless, I did feel that many of the concepts Collins engaged in are values and ideas that I recognize as important in building a great business. Trying to unravel the complexity of business success through a model is a massive order. As the book reveals, businesses operate in such complex environments for there to be a secret method to success. Therefore, I believe Collins did a great job in summarizing all his data into simple to follow practical advice.

            After doing some research, I found that Collins also wrote, Built to Last, which focuses on the concept of a company staying great. The hard part is maintaining that “great” level, especially in a world full of competition. Part of me feels that sometimes companies succeed because they are at the right place at the right time. I think that some companies have created success or entered into success by building a concept that was not prevalent at the time and was needed at the time. The true challenge then is maintaining that elite status in an ever changing world. That is where having a competitive advantage and adaptability come in play. I do believe that the hedgehog concept in chapter five really highlighted this. Collins pointed out that a company’s hedgehog concept, or the thing that that company is the best at the world at, must adapt to social trends and other changes in society without losing the idea of its main strength.

            Also, I think that the concept of adaptability really highlights the struggle within the hospitality industry. Collins, in chapter 7, discusses that the good-to-great companies approach the prospect of new and emerging technologies with a manner that is reflective of their "hedgehog concepts.” These companies select and focus solely upon the development of a few technologies that are compatible with their established strengths and objectives. Just because technology is available, does not mean it should always be used. Just as technology and apps are constantly in use and evolving, event planners, like myself, must figure out how to utilize this to produce customer engagement within and during the event process. This is the exact focus of the contemporary adaptability theory. Also, even with the Situational Leadership model, a leader must be able to adapt to the situation and the follower, which are both also always changing. As the follower develops, the leader’s leadership style must adapt to best aid in the situation.