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The single most important point to take away from this book is the critical importance of creating tangible mechanisms aligned to preserve the core and stimulate progress. This is the essence of clock building.

5 specific methods to do preserve the core and stimulate progress:
*BHAGs: Commitment to challenging, audacious - and often risky - goals and projects toward which a visionary company channels its efforts (stimulates progress)
*Cult-like Cultures: Great places to work only for those who buy into the core ideology; those that don't fit with the ideology are ejected like a virus (preserves the core)
*Try a Lot of Stuff and Keep What Works: High levels of action and experimentation - often unplanned and undirected - that produce new and unexpected paths of progress and enables visionary companies to mimic the biological evolution of species (stimulates progress)
*Home-grown Management: Promotion from within, bringing to senior levels only those who've spent significant time steeped in the core ideology of the company (preserves the core)
*Good Enough Never Is: A continual process of relentless self-improvement with the aim of doing better and better, forever into the future (stimulates progress)

“Having a great idea or being a charismatic visionary leader is “time telling�; building a company that can prosper far beyond the presence of any single leader and through multiple product life cycles is “clock building.�

“The only truly reliable source of stability is a strong inner core and the willingness to change and adapt everything except that core.�

“Visionary companies are so clear about what they stand for and what they’re trying to achieve that they simply don’t have room for those unwilling or unable to fit their exacting standards.�

“Indeed, if there is any one “secret� to an enduring great company, it is the ability to manage continuity and change—a discipline that must be consciously practiced, even by the most visionary of companies.�

“Comfort is not the objective in a visionary company. Indeed, visionary companies install powerful mechanisms to create /dis/comfort--to obliterate complacency--and thereby stimulate change and improvement /before/ the external world demands it.�

“If you are a prospective entrepreneur with the desire to start and build a visionary company but have not yet taken the plunge because you don’t have a “great idea,� we encourage you to lift from your shoulders the burden of the great-idea myth. Indeed, the evidence suggests that it might be better to not obsess on finding a great idea before launching a company. Why? Because the great-idea approach shifts your attention away from seeing the company as your ultimate creation.�

12 Myths Shattered
Myth 1: It takes a great idea to start a great company.
Myth 2: Visionary companies require great and charismatic visionary leaders.
Myth 3: The most successful companies exist first and foremost to maximize profits.
Myth 4: Visionary companies share a common subset of "correct" core values.
Myth 5: The only constant is change.
Myth 6: Blue-chip companies play it safe.
Myth 7: Visionary companies are great places to work, for everyone.
Myth 8: Highly successful companies make their best moves by brilliant and complex strategic planning.
Myth 9: Companies should hire outside CEOs to stimulate fundamental change.
Myth 10: The most successful companies focus primarily on beating the competition
Myth 11: You can't have your cake and eat it too.
Myth 12: Companies become visionary primarily through "vision statements."