Ever wonder what separates the companies that eventually fade into the background from the ones that seem to gain more speed the longer they stay in the game? In BE 2.0 (Beyond Entrepreneurship 2.0), Jim Collins updates his foundational “road map” for building an enduring great company. While the original work was a guide for startups, this 2020 revision—rich with decades of subsequent research from Good to Great and Built to Last—is essentially a masterclass for those of us currently operating within established organizations. In 2026, where “business as usual” is a relic of the past, Collins’ framework provides the steady hand needed to navigate a landscape defined by rapid AI integration and shifting global dynamics.
At the heart of the book is The Map, a comprehensive framework that outlines the journey from “Disciplined People” to “Building to Last.” For those of us in existing companies today, the most immediate takeaway is the concept of “First Who, Then What.” In an era where AI can automate tasks but cannot replace culture, getting the right people in the right seats remains the single most important lever for success. Collins argues that you don’t start with a vision and then find people; you gather a team of disciplined, adaptable “Level 5” leaders who can figure out the best path forward even when the industry is being disrupted in real-time.
One of the most actionable concepts for a 2026 workforce is the Flywheel Effect. We often look for a single “killer app” or one massive breakthrough to save the year, but Collins reminds us that greatness is cumulative. It’s the result of many small wins that build momentum over time. For an established company, this means identifying your specific strategic flywheel—the circular engine of growth where each turn makes the next easier. In our current environment, this might look like using AI to enhance data collection, which improves customer insights, which leads to better product iterations, which ultimately drives more revenue to reinvest in further innovation.
To keep that flywheel spinning without burning out, Collins introduces the 20-Mile March. This is the discipline of hitting consistent performance markers regardless of whether the “weather” is good or bad. In a volatile market, it’s tempting to overextend during boom times or freeze during a downturn. The 20-Mile March is about self-imposed restraint and relentless consistency. It’s the commitment to making progress every single day, providing a sense of stability for your team while your competitors are reacting erratically to the latest news cycle.
Furthermore, Collins highlights the importance of Productive Paranoia and the “Fire Bullets, Then Cannonballs” approach. For an existing company in 2026, this is the perfect strategy for innovation. Don’t bet the entire company on a single, unproven technology (a cannonball). Instead, fire “bullets”—small, low-risk experiments—to see what actually works in the current market. Once you have empirical evidence of success, then you commit the big resources. This allows you to stay at the cutting edge of technological shifts without falling into the “hubris born of success” that leads many legacy firms to decline.
Ultimately, BE 2.0 is about the “Genius of the AND”—the ability to preserve your core values while simultaneously stimulating progress. It’s not about choosing between being a stable, traditional company or a fast-moving tech firm; it’s about being both. By anchoring your team in a clear vision and core ideology, you create the psychological safety required to take the bold risks necessary for the next decade. Collins’ work serves as a reminder that while the tools we use (like LLMs or autonomous agents) will change, the fundamental principles of human leadership and disciplined execution are timeless.
How can you take one “bullet” you’ve recently fired in your department and turn it into a “cannonball” that accelerates your company’s flywheel this year?