Good to great
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Good to great



Book review for ICFAI Business School program

Book review for ICFAI Business School program



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    Good to great Good to great Presentation Transcript

    • Good to greatPresented by thirumeninathan Disciplined people Level 5 Leadership First Who, Then What Disciplined thought Confront the Brutal Facts The Hedgehog Concept Disciplined Action A Culture of Discipline Technology Accelerators The Flywheel and the Doom Loop
    • …so what is great?Level 5
    •  Leaders who employ a paradoxical mix of personal humility and professional will Set up successors for even greater success Compelling modesty, self- effacing, understated Fanatically driven to 5–Level 5 Executive produce sustainable results 4–Effective Leader More plow horse than show3–Competent Manager horse 2–Contributing Team Member 1–Highly Capable Individual
    •  Attribute success to other than themselves Take full responsibility for poor decisions Many people have the potential to evolve into Level 5 Extra-ordinary resultswith no attribution orClaimant – a hidden Level 5 5–Level 5 Executiveleader at work 4–Effective Leader 3–Competent Manager 2–Contributing Team Member 1–Highly Capable Individual
    • First Who, Then
    •  Leaders began the transformation by first getting the right people on the bus (and the wrong people off the bus).“Who” questions came before “what” decisions -before vision, strategy, organization structure,and tactics.
    •  Leaders were rigorous, not ruthless in people decisions. Three practical disciplines for being rigorous: When in doubt, don’t hire When you know you need to make a people decision, act Put your best people on your best opportunities, not biggest problems
    •  Management teams debate vigorously to find best answers, yet unify behind decisions.“Right” person has more to do with charactertraits and innate capabilities than with knowledge,background, or skills.
    • “Breakthrough results come about by a series of good decisions, diligently executed and accumulated one on top of another”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.
    •  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
    •  Stockdale Paradox: Retain absolute faith that you can and will prevail in the endAND at the same time confront the most brutal facts of your current reality, whatever they might be.
    • Fox or the hedgehog
    •  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.
    • Simplicity What you are deeply within passionate about the three circlesWhat you can What drivesbe the best in your the world at economic engine
    •  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
    • All Guided by An Iterative Ask Questionsthe Three Circles Process Autopsies The Dialogue & & Analysis Council Debate Executive Decisions
    •  Getting disciplined people who engage in disciplined thought and who then take disciplined action, fanatically consistent with three circles  People who “rinse their cottage cheese”  Not about a tyrant who disciplinesCulture of Discipline
    •  Involves a duality – Freedom and discipline. Requires people who adhere to a consistent system. Gives people freedom and responsibility within framework of that system.
    •  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.”
    • Technology can be an accelerator of momentum, but not acreator of it“Good to Great companies are pioneers in the application ofcarefully selected technologies”Technology
    •  Good-to-greats avoid technology fads and bandwagons. Yet they often become pioneers in the application of carefully selected technologies. They keep asking - Does it fit directly with your Hedgehog Concept? Good-to-greats used technology as an accelerator of momentum, not a creator of it.
    •  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.
    • Flywheel or doom loop
    •  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 . . . The flywheel builds momentum . . Eventually hitting a point of breakthrough. In good-to-great companies problems of commitment, alignment, motivation, and change largely take care of themselves. Alignment follows from results and momentum, not the other way around.
    • The doom loopDisappointing resultsReaction without understandingThe tyranny of the newNo build up ... no momentum ... no breakthrough
    • Thank you!