The purpose of this study is to develop ways of helping practitioners identify and measure deep indicators of success in the business models being pursued by their organizations. The hypothesis is that success is dependent on these deep indicators. The indicators are not always obvious, and practitioners often have difficulty in identifying and, more importantly, tracking them in the normal course of business. This work represents an examination of systematic ways of discovering and measuring what Collins (Good to Great), Pascale, Christensen, Porter, and others deem essential to extraordinary success.