Download Free BigHairyGoal Mac 4.0.1378 – Download
FreeMind Alternatives. FreeMind is described as 'Free and open source, Java-based mind-mapping app for the desktop featuring a hierarchical editor that emphasizes folding' and is a well-known app in the Office & Productivity category. There are more than 50 alternatives to FreeMind for a variety of platforms, including Windows, Mac, the Web, iPhone and iPad. Go Big or Go Home: The Big Hairy Audacious Goal (BHAG) A BHAG is a strategic business (or personal) statement similar to a vision statement which is created to focus an organization on a single medium-to long-term organization-wide goal which is audacious, likely to be externally questionable, but not internally regarded as impossible.
An interactive, no-frills macOS solution for diagramming, organizing ideas, and planning strategic movement to achieve your goals
BigHairyGoal is an easy-to-use, flexible, and lightweight mind mapping app designed to help Mac users create all kinds of diagrams, mind maps, and blueprints.
Plus, BigHairyGoal helps you grade, organize, and link ideas in a minimal user interface. Ideas and goals can be entered into customizable boxes / cards and moved anywhere on the board.
Intuitive card creation system and customizable cards
The BigHairyGoal app is very easy to use and interactive, and when using it, the goal is to add as many cards as you want, connect them with arrows, and customize them with different colors, sizes, fonts and importance.
Maps can be created by clicking on an existing map and dragging and releasing the mouse cursor in any direction. In addition, you can double-click on the table or use the context menu option 'Insert card here' if you want to create independent cards.
Different levels of importance for all added cards and flexible card management
Bighairygoal Trial
Spotify free music online. 7 different colors can be assigned to each card: white (default) is neutral, yellow (idea), pink (ready), orange (do), green (finished), blue (pending) and red (blocked).
Additionally, you can add priority levels that are expressed through the thickness of the border. Depending on the importance you want to give them, the cards can have a zero, low, medium, high or immediate priority.
You have complete freedom of creation. Cards can be organized, resized, moved, deleted, and edited with great flexibility. Moreover, you can also add URLs and images to your board to make the content more interactive and visually stimulating.
Powerful yet easy to use diagram designer tool designed to help you focus on your goals
Another feature worth mentioning is the ability to select multiple cards using the rectangle selection, while the selection of individual cards can be done by pressing Shift and clicking on the cards.
Overall, BigHairyGoal works out of the box and no user configuration is required. In addition, your projects can be exported either as a .bhgdoc file or as a cross-platform compatible PDF document.
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Download: BigHairyGoal Mac 4.0.1378 – Download Free 2021 Last Version
Download tags: #BigHairyGoal #Mac #Download
Boeing Corporation is an excellent example of how highly Visionary companies often use bold missions – or what we prefer to call BHAGs (pronounced bee-hag, short for 'Big Hairy Audacious Goals')– as a particularly powerful mechanism to stimulate progress. A BHAG is not the only powerful mechanism for stimulating progress, nor do all the visionary companies use it extensively (some, like 3M and HP, prefer to rely primarily on other mechanisms to stimulate progress, as we'll discuss in later chapters). Nonetheless, we found more evidence of this powerful mechanism in the visionary companies and less evidence of it in the comparison companies in fourteen out of eighteen cases. In three cases we found the visionary company and comparison company to be indistinguishable from each other with respect to BHAGs. In one case, we found more evidence for the use of BHAGs in the comparison company.All companies have goals. But there is a difference between merely having a goal and becoming committed to a huge, daunting challenge– like a big mountain to climb. Think of the moon mission in the 1960s. President Kennedy and his advisors could have gone off into a conference room and drafted something like 'Let's beef up our space program,' or some other such vacuous statement. The most optimistic scientific assessment of the moon mission's chances for success in 1961 was fifty-fifty and most experts were, in fact, more pessimistic. Yet, nonetheless, Congress agreed (to the tune of an immediate $549 million and billions more in the following five years) with Kennedy's proclamation on May 25, 1961, 'that this Nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to earth.' Given the odds, such a bold commitment was, at the time, outrageous. But that's part of what made it such a powerful mechanism for getting the United States, still groggy from the 1950s and the Eisenhower era, moving vigorously forward.
Big Hairy Goal Mac Review
A Clear—and Compelling–Goal
Like the moon mission, a true BHAG is clear and compelling and serves as a unifying focal point of effort– often creating immense team spirit. It has a clear finish line, so the organization can know when it has achieved the goal; people like to shoot for finish lines.
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.
The moon mission didn't need a committee to spend endless hours wordsmithing the goal into a verbose, meaningless, impossible-to-remember 'mission statement.' No, the goal itself– the mountain to climb– was so easy to grasp, so compelling in its own right, that it could be said one hundred different ways, yet easily understood by everyone. When an expedition sets out to climb Mount Everest, it doesn't need a three-page, convoluted 'mission statement' to explain what Mount Everest is. Think about your own organization. Do you have verbose statements floating around, yet no stimulating bold goals with the compelling clarity of the moon mission, climbing Mount Everest, or the corporate BHAGs in this chapter? Most corporate statements we've seen do little to provoke forward movement (although some do help to preserve the core). To stimulate progress, however, we encourage you to think beyond the traditional corporate statement and consider the powerful mechanism of a BHAG.
Reflecting on the challenges facing a company like General Electric, CEO Jack Welch stated that the first step– before all other steps– is for the company to 'define its destiny in broad but clear terms. You need an overarching message, something big, but simple and understandable.' Like what? GE came up with the following: 'To become #1 or #2 in every market we serve and revolutionize this company to have the speed and agility of a small enterprise.' Employees throughout GE fully understood– and remembered– the BHAG. Now compare the compelling clarity of GE's BHAG with the difficult-to-understand, hard-to-remember 'vision statement' articulated by Westinghouse in 1989:
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Download: BigHairyGoal Mac 4.0.1378 – Download Free 2021 Last Version
Download tags: #BigHairyGoal #Mac #Download
Boeing Corporation is an excellent example of how highly Visionary companies often use bold missions – or what we prefer to call BHAGs (pronounced bee-hag, short for 'Big Hairy Audacious Goals')– as a particularly powerful mechanism to stimulate progress. A BHAG is not the only powerful mechanism for stimulating progress, nor do all the visionary companies use it extensively (some, like 3M and HP, prefer to rely primarily on other mechanisms to stimulate progress, as we'll discuss in later chapters). Nonetheless, we found more evidence of this powerful mechanism in the visionary companies and less evidence of it in the comparison companies in fourteen out of eighteen cases. In three cases we found the visionary company and comparison company to be indistinguishable from each other with respect to BHAGs. In one case, we found more evidence for the use of BHAGs in the comparison company.All companies have goals. But there is a difference between merely having a goal and becoming committed to a huge, daunting challenge– like a big mountain to climb. Think of the moon mission in the 1960s. President Kennedy and his advisors could have gone off into a conference room and drafted something like 'Let's beef up our space program,' or some other such vacuous statement. The most optimistic scientific assessment of the moon mission's chances for success in 1961 was fifty-fifty and most experts were, in fact, more pessimistic. Yet, nonetheless, Congress agreed (to the tune of an immediate $549 million and billions more in the following five years) with Kennedy's proclamation on May 25, 1961, 'that this Nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to earth.' Given the odds, such a bold commitment was, at the time, outrageous. But that's part of what made it such a powerful mechanism for getting the United States, still groggy from the 1950s and the Eisenhower era, moving vigorously forward.
Big Hairy Goal Mac Review
A Clear—and Compelling–Goal
Like the moon mission, a true BHAG is clear and compelling and serves as a unifying focal point of effort– often creating immense team spirit. It has a clear finish line, so the organization can know when it has achieved the goal; people like to shoot for finish lines.
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.
The moon mission didn't need a committee to spend endless hours wordsmithing the goal into a verbose, meaningless, impossible-to-remember 'mission statement.' No, the goal itself– the mountain to climb– was so easy to grasp, so compelling in its own right, that it could be said one hundred different ways, yet easily understood by everyone. When an expedition sets out to climb Mount Everest, it doesn't need a three-page, convoluted 'mission statement' to explain what Mount Everest is. Think about your own organization. Do you have verbose statements floating around, yet no stimulating bold goals with the compelling clarity of the moon mission, climbing Mount Everest, or the corporate BHAGs in this chapter? Most corporate statements we've seen do little to provoke forward movement (although some do help to preserve the core). To stimulate progress, however, we encourage you to think beyond the traditional corporate statement and consider the powerful mechanism of a BHAG.
Reflecting on the challenges facing a company like General Electric, CEO Jack Welch stated that the first step– before all other steps– is for the company to 'define its destiny in broad but clear terms. You need an overarching message, something big, but simple and understandable.' Like what? GE came up with the following: 'To become #1 or #2 in every market we serve and revolutionize this company to have the speed and agility of a small enterprise.' Employees throughout GE fully understood– and remembered– the BHAG. Now compare the compelling clarity of GE's BHAG with the difficult-to-understand, hard-to-remember 'vision statement' articulated by Westinghouse in 1989:
General Electric: | Westinghouse: |
Become #1 or #2 in every market we serve and revolutionize this company to have the speed and agility of a small enterprise. | Total Quality |
The point here is not that GE had the 'right' goal and Westinghouse had the 'wrong' goal. The point is that GE's goal was clear, compelling, and more likely to stimulate progress, like the moon mission. Whether a company has the right BHAG or whether the BHAG gets people going in the right direction are not irrelevant questions, but they miss the essential point. Indeed, the essential point of a BHAG is better captured in such questions as: 'Does it stimulate forward progress? Does it create momentum? Does it get people going? Does it get people's juices flowing? Do they find it stimulating, exciting, adventurous? Are they willing to throw their creative talents and human energies into it?'
