Book review: Good to great
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Book review: Good to great

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Book Review:

Book Review:
Good to Great : Why some companies make the leap and others don't

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Book review: Good to great Book review: Good to great Presentation Transcript

  • Good to Great Buildup B kth rea h ug ro Level 5 First Who… Confront the Hedgehog Culture of Technology Leadership Then What Brutal Facts Concept Discipline Accelerators Disciplined People Disciplined Thought Disciplined Action
  • Good to Great Buildup Level 5 First Who… Level 5 Leadership LeadershipThen What Disciplined People B kth rea h ug ro Confront the Hedgehog Culture of Technology Brutal Facts Concept Discipline Accelerators Disciplined Thought Disciplined Action
  • Level 5 Leadership LEVEL 5 Level 5 Executive Leader LEVEL 4 Effective Leader LEVEL 3 Competent Manager LEVEL 2 Contributing Team Member LEVEL 1 Highly Capable Individual
  • Characteristics of Level 5 Leadership  Personal Humility + Professional Will  Set up successors for even greater success  Compelling modesty, self-effacing, understated  Fanatically driven to produce sustainable results  More plow horse than show horse  Attribute success to other than themselves  Look in mirror and take full responsibility for poor decisions
  • Good to Great Buildup B kth rea h ug ro Level 5 First Who… First Who… Confront the Hedgehog Culture of Technology Leadership Then What Brutal Facts Concept Discipline Accelerators Then What Disciplined People Disciplined Thought Disciplined Action
  • First Who . . . Then What  Leaders began the transformation by first getting the right people on the bus (and the wrong people off the bus).  Then figure out “What” is the destination Why do it this way? • Begin with “who” instead of “what, can more easily adapt to a changing world • If you have the right people on the bus, problem of motivation and people managing are diminished • If you have the wrong people, doesn’t matter whether you have the right direction because company will still not be great
  • First Who . . . Then What (Cont.)  Leaders are rigorous, not ruthless in people decisions.  Three practical disciplines for being rigorous: 1) When in doubt, don’t hire 2) When you know you need to make a people decision, act quickly 3) Put your best people on your best opportunities, not biggest problems Example: David Maxwell (CEO, Fannie Mae) made it absolutely clear that there would only be seats for A players who were willing to put forth an A+ effort, and if you weren’t up for it, you had better get off the bus, and get off now.
  • Good to Great Buildup B kth rea h ug ro Confront the Level 5 First Who… Confront the Hedgehog Culture of Technology Leadership Then What BrutalFacts Concept Discipline Accelerators Brutal Facts Disciplined People Disciplined Thought Disciplined Action
  • Confront the Brutal Facts  Setting off on the path to greatness requires confronting the brutal facts of current reality.  Must create a culture wherein people have a tremendous opportunity to be heard and, ultimately, for the truth to be heard.
  • Confront the Brutal Facts  Four basic practices:  Lead with questions, not answers  Engage in dialogue and debate, not coercion  Conduct autopsies, without blame  Build red flag mechanisms where information cannot be ignored
  • Confront the Brutal Facts  Stockdale Paradox: Retain absolute faith that you can and will prevail in the end, regardless of the difficulties AND at the same time confront the most brutal facts of your current reality, whatever they might be.
  • Good to Great Buildup B kth rea h ug ro Hedgehog Level 5 First Who… Confront the Hedgehog Culture of Technology Leadership Then What Brutal FactsConcept Discipline Accelerators Concept Disciplined People Disciplined Thought Disciplined Action
  • Hedgehog Concept  Hedgehogs simplify a complex world into a single organizing idea, a basic principle or concept that unifies and guides everything.  Hedgehogs see what is essential, and ignore the rest.
  • Hedgehog Concept What you are deeply passionate about What you can be the best in the world at Simplicity within the three circles What drives your economic engine
  • Hedgehog Concept  Getting the Hedgehog Concept takes an average of four years.  It is an iterative process by The Council:  The right people  Engaged in vigorous dialogue and debate  Infused with the brutal facts  Guided by questions formed by the three circles
  • Hedgehog Concept All Guided by the Three Circles Autopsies & Analysis Ask Questions The Council Executive Decisions An Iterative Process Dialogue & Debate
  • Good to Great Buildup B kth rea h ug ro Culture of Level 5 First Who… Confront the Hedgehog Culture of Technology Leadership Then What Brutal Facts Concept Discipline Discipline Accelerators Disciplined People Disciplined Thought Disciplined Action
  • Culture of Discipline  Getting disciplined people who engage in disciplined thought and who then take disciplined action, fanatically consistent with three circles  Not about a tyrant who disciplines  Involves a duality.  Requires people who adhere to a consistent system.  Gives people freedom and responsibility within framework of that system.
  • Culture of Discipline (Cont.)  Includes willingness to shun opportunities that fall outside the three circles.  Budgeting is to decide which arenas fit Hedgehog Concept and should be fully funded and which should not be funded at all.  “Stop doing” lists are more important than “to do” lists.  “Anything that does not fit with our Hedgehog Concept, we will not do.”
  • Good to Great Buildup B kth rea h ug ro Technology Level 5 First Who… Confront the Hedgehog Culture of Technology Leadership Then What Brutal Facts Concept Discipline Accelerators Accelerators Disciplined People Disciplined Thought Disciplined Action
  • Technology Accelerators  Good-to-greats avoid technology fads and bandwagons.  Yet they often become pioneers in the application of carefully selected technologies.  Does it fit directly with your Hedgehog Concept?  Good-to-greats used technology as an accelerator of momentum, not a creator of it.
  • Technology Accelerators  Technology by itself is never a root cause of either greatness or decline.  “Crawl, walk, run” can be a very effective approach, even during times of rapid and radical technological change.
  • Good to Great Buildup B kth rea h ug ro Level 5 First Who… Confront the Hedgehog Culture of Technology Leadership Then What Brutal Facts Concept Discipline Accelerations Disciplined People Disciplined Thought Disciplined Action Flywheel
  • The Flywheel  Good-to-great transformations never happened in one fell swoop.  There was no single defining action, no grand program, no one killer innovation, no solitary lucky break, no miracle moment.  Instead they followed a predictable pattern of buildup and breakthrough.  Like pushing on a giant, heavy flywheel, it takes a lot of effort to get the thing moving at all, but . . .  With persistent pushing . . .  In a consistent direction . . .  Over a long period of time . . .
  • Two Popular Doom Loops to be Avoided 1) Misguided use of acquisitions—making deals for the sake of making deals. • • • “When the going gets tough, we go shopping!” G2G companies did acquisitions after the Hedgehog Concept and after the flywheel had significant momentum. Acquisitions are accelerators not creators of flywheel momentum. 1) Leaders who stop the flywheel—leaders who step in, stop an already spinning flywheel, and throw the organization in entirely different direction.
  • For feedback: jayu8102rana@gmail.com