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The practices are easy to understand...challenging to apply Some people have commented that the concepts in this book are elementary and have implied that the act of articulating them is insulting to readers' intelligence. By that logic, we should see many more great organizations than we currently do. If the practices outlined in this book are so easy--as some have said--then why aren't more organizations actually implementing them and seeing the success of the "good to great" companies? Because either we don't really believe that they're true, or we lack the courage to implement them, that's why. Because we need empirical evidence--offered brilliantly by Collins and his team in this book--to convince us otherwise. We'd rather believe that an outside, charistmatic CEO is the answer to all our problems. We'd rather believe that we can say "yes" to any business opportunity to come down the pike than have the discipline to say "no" to the good, which is the enemy of the great. Because we'd rather blame outside circumstances for our problems than face the ugly truth that we have met the enemy and he is us.