Good to great


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Good to great

  1. 1. GOOD TO GREAT “Why some companies make the leap and others don’t”
  2. 2. Introduction  The idea that sparked this book was to answer questions about how some companies become great, and how they went about doing so?  The study looks at companies ranging from 1965 to 1995, looking for those that, for 15 years, either tracked or underperformed the stock market, followed by a transition, and returning at least three times the stock market for 15 years.
  3. 3. “Good to Great Companies” Good-to-Great 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. Abbot Circuit City Fannie Mae Gillette Kimberly Clark Kroger Nucor Philip Morris Pitney Bowes Walgreens Wells Fargo Direct Comparisons 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. Upjohn Silo Great Western Warner Lambert Scott Paper A&P Bethlehem Steel R.J Reynolds Addressograph Eckerd Bank of America
  4. 4. GOOD TO GREAT STATS! Results from transition point to 15 years beyond transition point * Ratio of cumulative stock returns relative to the general stock market Company: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. Abbott Circuit City Fannie Mae Gillette Kimberly Clark Kroger Nucor Philip Morris Pitney Bowes Walgreens Wells Fargo Results: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 3.98 times the market 18.5 times the market 7.56 times the market 7.39 times the market 3.42 times the market 4.17 times the market 5.16 times the market 7.06 times the market 7.16 times the market 7.34 times the market 3.99 times the market
  5. 5. “The Study”    1. 2. 3. 4. 5. 6. 7. What separated the Good-to-Great companies from their competitors? Jim Collins, author of Good to Great and built to last, explains how these companies used several methodologies to make the leap. These methodologies included: Level 5 Leadership First Who – Then What Confront the brutal facts The Hedgehog Concept Culture of Discipline Technology Flywheel and the doomloop
  6. 6. LEVEL 5 LEADERSHIP Jim Collins points out that of 1,435 companies that appeared on the Fortune 500 in the initial candidate list, only eleven of the previously mentioned companies made the cut into the study. In those eleven, all of them had level 5 leadership in key positions during pivotal transition times
  7. 7. LEVEL 5 LEADERSHIP CHARACTERISTICS  You will likely find level 5 leadership in situations where      extraordinary results exist, but where no individual steps forth to claim excess credit. Displaying a compelling modesty Fanatically driven Set aside personal egos and look out the window to attribute success to factors other than themselves Possess a great deal of drive and desire to succeed Success is not personal, but defined by creating something great that will outlast their time at the helm.
  8. 8. FIRST WHO – THEN WHAT Good to great leaders understood three simple truths: 1. 2. 3. Begin with “who”, rather than “what”. If you have the right people on the bus, the problem of how to motivate and manage people largely goes away. If you have the wrong people on the bus, it doesn’t matter whether you discover the right direction, you still won’t have a great company.
  9. 9. First Who – Then What Case Study Continued During the 1970’s, CEO Dick Cooley of Wells Fargo foresaw that the banking industry would undergo drastic change, but he did not pretend to know what form that change would be. Instead of mapping out a strategy, he focused on “injecting a stream” of talent directly into the company (First Who – then What)  He hired outstanding people whenever and wherever he found them, often without any specific job in mind. “That’s how you build the future,” Cooley said. 
  10. 10. CONFRONT THE BRUTAL FACTS One of the key factors in the success of the great companies was a series of good decisions. The good decisions flowed from the fact that they all made a consistent effort to confront reality, internalizing the facts relative to their market.
  11. 11. CONFRONT THE BRUTAL FACTS CONTINUED KROGER vs. A&P  Kroger generated cumulative returns ten times the market and eighty times better than A&P. How did such a dramatic reversal happen?  A&P did not confront the brutal facts of a changing economy. They instilled marketing models that were of the first half of the twentieth century.  During the time of transition, Americans decided they wanted Superstores instead of regular grocery chains (everything under one roof.  Kroger confronted the brutal facts of reality head on and completely changed its entire system in response; while the A&P stuck it’s head in the sand.
  12. 12. HEDGEHOG CONCEPT  Good to Great companies are more like “hedgehogs”, simple and dowdy creatures that know one big thing and stick to it.  The comparison companies are more like “foxes”, crafty and cunning creatures that know many things, yet lack consistency.  To go from good to great requires a deep understanding of the three intersecting circles translated as the “Hedgehog concept”.
  13. 13. HEDGEHOG CONCEPT MODEL “Simplicity within the three circles” What are you deeply passionate about? What can you be the best in the world at? What drives your economic engine?
  14. 14. HEDGEHOG CONCEPT CASE STUDY WALGREENS VS ECKERD During the time of transition, Walgreen’s exceeded the market by over 15 times during 1975 to 2000.  Walgreen’s focused on building the most convenient drug stores, with high profit per customer visit.  Walgreen’s took this simple concept and implemented with consistency.  Eckerd’s got all tripped up by their snazzy strategies for growth. They focused too much on opportunities to acquire clumps of stores, with no obvious unifying theme. 
  15. 15. BUILDING A CULTURE OF DISCIPLINE Sustained great results depend upon building a culture full of self disciplined people who take disciplined action, fanatically consistent with the three circles. Unexpected Findings: 1. 2. 3. The more an organization has the discipline to stay within the three circles with consistency, the more it will have opportunities for growth. The fact that something is a once in a lifetime opportunity is irrelevant, unless it fits within the three circles. Stop doing list are more important than to do list.
  16. 16. TECHNOLOGY  Great companies adapt and endure to technology.  Great companies use technology to further increase their leverage, in a conscious, directed way, rather than rushing to embrace it for the sake of newness.  Technology is an enabler of change, not the cause of it.
  17. 17. TECHNOLOGY –CASE STUDY vs. Walgreen’s  In the Spring of 2000, Walgreen’s stock suffered from the invasion of the dotcoms, losing 40 percent of its price in the months leading up to the public offering.  Analyst downgraded Walgreen’s stock, and the pressure was on Walgreen’s to react to the internet threat as nearly $15 billion in the market value evaporated.
  18. 18. WALGREEN’S REACTION TO TECHNOLOGY “Crawl, Walk, Run”.  Instead of reacting like chicken little to the external pressures of the internet, Walgreen’s executives did something quite unusual for the times. They decided to use their brains. They decided to think!  Slow at first (crawl), Walgreen’s began experimenting with a Web Site while engaging in intense internal debate about it’s implications – all within the context of it’s own Hedgehog Concept.
  19. 19. TECHNOLOGY CONTINUED “WALGREEN’S BEGINS TO WALK”  Walgreens began to find ways to tie the internet directly to it’s sophisticated inventory-and-distribution model and ultimately – its convenience concept.  Fill your prescription online, hop in your car and go to your local Walgreen’s drive through, zoom past the window with hardly a moments pause picking up your bottle of whatever.
  20. 20. TECHNOLOGY CONTINUED “WALGREEN’S BEGINS TO RUN”  Walgreen’s bet big, launching an internet site as sophistacated and well designed as most pure dot-coms.  From it’s low point in 1999 at the depths of the scare, Walgreen’s stock price nearly doubled within a year.  And what about Continuing to accumulate massive losses, it announced a layoff to conserve cash.  Walgreen’s went from crawl, walk, to run while went from run to walk to crawl.
  21. 21. Breakthrough Build Up Technology Level 5 leadership First who – then what Disciplined People Confront the brutal facts Hedgehog Concept Disciplined Thought Discipline Disciplined Action