This document discusses the concept of "big, hairy, audacious goals" or BHAGs as described in the book "Built to Last". [1] BHAGs are highly ambitious goals that engage people and require significant effort to achieve. [2] Examples of successful BHAGs from various companies are provided such as goals to put a man on the moon, build Disneyland, and democratize technology. [3] Setting an effective BHAG requires it to be aligned with an organization's priorities, audacious yet achievable, clearly articulated, and difficult to attain.

1. BIG
HAIRY
AUDACIOUS
✪
gs ✪

2. Who’s talking?
Y H
I am a modern brand builder.
Social media marketer
Project manager (Prince2)
I have a solid background in web usability.
Leads generation is my cup of tea.
I fancy art and physics.
I speak my mind. !
Eight years in my profession doesn’t make me an expert… yet
But I know my value 

3. In the book “Built to Last”
authors James Collins and Jerry Porras
coin the term
big, hairy, audacious goal (BHAG)
which they describe as follows…

4. “A BHAG engages people – it
reaches out and grabs
them in the gut.
It is tangible, energizing,
highly focused.
People ‘get it’ right away;
it takes little or no explanation.”

5. No explanation
needed

6. “Organize the world’s information
and make it universally accessible
and useful. ”

7. “ Every book,
ever printed,
in any language,
all available
in less than
60 seconds. “
“ Earth's most customer centric company. “

8. Become the “dominant player in commercial
aircraft and bring the world into the jet age. ”

9. In 1965, Boeing made one of the boldest moves in
business history: the decision to go forward with the
747 jumbo jet, a decision that nearly killed company.
At the decisive board of directors meeting, Boeing
Chairman William Allen responded to the comment
by a board member that " if the program isn't
panning out, we can always back out. ""Back out?"
stiffened Allen.
"If the Boeing Company says we will build this
airplane, we will build it even if it takes the resources
of the entire company!"

10. “ To reach the
English Premier League. ”

11. “ Build Disneyland - and
build
it
to
our
image,
not
industry
standards.
To
be
the
best
company
in
the
world
for
all
fields
of
family
entertainment.”

12. “Democratize the automobile. ”

13. “ Eliminate
any negative
impact our
company
may have
on the
environment
by 2020. ”

14. “ Invent a way
to sell 100,000
TVs at $179.95;
Attain six-sigma quality;
Win the Baldridge
Award;
Launch Iridiums. ”

15. “ Connecting
5 billion
people by
2015. ”

16. “ Change
the
worldwide
image
of
Japanese
products
as
poor
quality;
create
a
pocketable
transistor
radio. ”

17. “ To become the most widely
used operating system in
the world. ”

18. To become "the pulse of the planet”.

19. “Crush
Adidas”

20. A BHAG is a powerful mechanism
to stimulate progress.
Most businesses have goals,
but there is a difference between
merelyhaving a goal and
becoming committed to a
huge, daunting challenge.

21. In the 1960s, President Kennedy
didn't just have a goal to
”do a bit more
in space” .

22. Despite there being
a less than 50-50
belief in putting
“a man on the moon”
in 1961,
he still declared…

23. ” s 
 
 
g 
g,  
 s , 
g  
  
 g
s  ".

24. At the time this statement was
outrageous.
It was a BHAG –
and what it does is provide a
unifying focal point of effort,
often creating
tremendous team spirit.

25. Tom Watson Snr’s goal
was to transform his
tiny one-building company into
the “ International Business
Machines Corporation ” .

26. Sam Walton's
BHAG was to make
“ his rst dime
store the most
successful in
Arkansas
within ve
years” .

27. “ To democratize technology by providing
products everyone will want to use. ”

28. Set correctly, BHAGs work. But how do you do that? Taking clues from
Collins and Porras, a good BHAG has four qualities:
Aligned. Properly set goals can be transformational if they’re tied closely to
what is most important to the organization.
Audacious. BHAGs are a breed apart. You’re probably on to something if
the rst reaction to a BHAG is “impossible!” BHAGs can’t be achieved easily or
quickly. They demand different thinking.
Articulate. A good BHAG is a clear target. And it’s real. It’s not in any way
a fanciful statement disconnected from the business. Kennedy’s 1961 mission to
“land on the moon by the end of the decade” needs no further detail.
Arduous. Easy goals don’t require innovation. A good BHAG does. It’s
achievable, but only through different thinking, real struggle, and a dash of luck.
If it’s truly impossible—as opposed to perceived as impossible—people will
disengage from the process entirely

29. ”    
   s
  .”

30. “A  
  
  .”

31. Suddenly,
the BHAG looked
possible.
Doesn’t it?

32. AIM HIGH
J F.K    –
and he got it.

33. “ F    g gs,   gs
s,  g  b , 
      s  
   ff ,    
 g g  s  , 
. “
Theodore Roosevelt, 1899

34. Thank you 
ysobel.hamidjojo@gmail.com