Good to great (ty version   2008)
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Good to great (ty version 2008)

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lesson learn to become a great manager towards a great contribution to your organization

lesson learn to become a great manager towards a great contribution to your organization

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Good to great (ty version   2008) Good to great (ty version 2008) Presentation Transcript

  • @www.teguhinside.blogspot.com Good to Great (Book by Jim Collins) “ Good is Enemy of Great”Prepared by Teguh Yoga Raksa
  • A culture of discipline is not a principle of business; it is a principle of greatness…. Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice, and discipline. ….Jim Collins
  • The kind of commitment I find among the best performers across virtually every field is a single-minded passion for what they do, an unwavering desire for excellence in the way they think and the way they work. Genuineconfidence is what launches you out of bed in the morning, and through your day with a spring in your step. ….Jim Collins
  • Key Elements to Become Great Company …..  Level 5 Leadership  First Who….then What  Confront the Brutal Facts (Yet Never Lose Faith)  The Hedgehog Concept  A Culture of Discipline  Technology Accelerators
  • Level 5 - Leadership 5 4 3 2 1 Humility + Will = Level 5 leadership Modest, willful, humble, fearless Ego-driven, genius-types, may produce short-term positive results, but cannot sustain results
  • Level 5 - Leadership Professional Will Personal Humility  Creates superb results, a clear  Demonstrates a compelling catalyst in the transition from modesty, shunning public good to great adulation; never boastful  Demonstrates an unwavering  Acts with quiet, calm resolve to do whatever must be determination; relies principally done to produce the best long- on inspired standards, not term results, no matter how inspiring charisma to motivate difficult  Channels ambition into the  Sets the standard of building an company, not the self; sets up enduring great company; will successors for even greater settle for nothing less success in the next generation  Looks in the mirror, not out the  Looks out the window, not in the window, to apportion mirror, to apportion credit for the responsibility for poor results, success of the company—to never blaming other people, other people, external factors, external factors, or bad luck and good luck
  • Level 5 - Leadership Ciri-ciri Level 5 Leadership adalah : fokus yang amat tinggi pada results, memiliki kapasitas eksekusi yang baik (good executor), dan cenderung bersikap low profile.
  • Key Elements to Become Great Company …..  Level 5 Leadership  First Who….then What  Confront the Brutal Facts (Yet Never Lose Faith)  The Hedgehog Concept  A Culture of Discipline  Technology Accelerators
  • First Who….then What 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 “Right” person has more to do with character traits and innate capabilities than with knowledge, background, or skills.
  • First Who….then What There are going to be times when we can’t wait for somebody. Now, you’re either on the bus or off the bus. (Ken Kesey, The Electric Kool-Aid Acid Test) You don’t first figure out where to drive the bus and then get people to take it there. No, first get the right people on the bus (and the wrong people off) and then figure out where to take the bus.
  • First Who….then WhatWhy you get the right people on the bus first… 1. If you begin with “who” rather than “what” you can more easily adapt to a changing world. 2. If you have the right folks on the bus, the problem on how to motivate & manage people largely goes away. 3. If you have the wrong people, it doesn’t matter whether you discover the right direction, you still won’t have a great organization. Great vision without great people is irrelevant.
  • First Who….then What Poin yang lebih penting adalah “pertanyaan tentang siapa” selalu lebih dahulu dibanding “pertanyaan tentang apa”.Good-to-great companies selalu bergerak pertama- tama dengan berpikir tentang MANUSIA, barukemudian berbicara mengenai strategi, anggaran, struktur organisasi, dan lain-lain.
  • Key Elements to Become Great Company …..  Level 5 Leadership  First Who….then What  Confront the Brutal Facts (Yet Never Lose Faith)  The Hedgehog Concept  A Culture of Discipline  Technology Accelerators
  • Confront the Brutal Facts (Yet Never Lose Faith) 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. “Tugas utama untuk mengubah suatu perusahaan menjadi great company, adalah membangun iklim kerja dimana setiap anggota memiliki kesempatan untuk di-dengar pendapatnya, and ultimately, for the truth to be heard “
  • Confront the Brutal Facts (Yet Never Lose Faith) How to confront the Brutal Facts Yet never lose faith 1. Lead with questions, not answers – Put more questions to board members than they put to you – Raise questions for one reason only: to gain understanding (not manipulation) 2. Engage in dialogue and debate, not coercion. – Good-to-great companies have a penchant for intense dialogue 3. Conduct autopsies, without blame. – No finger-pointing. 4. Build red-flag mechanisms. – Good-to-great companies don’t have better information, necessarily. The key is turning information into info that can’t be ignored. – Red cards in meetings: folks hold it up to deal with real issues – Short-pay: allow customers to circle items on invoice they don’t want to pay due to bad service Attitude: We will never give up. We will never capitulate. It might take a long time, but we will find a way to prevail.
  • Confront the Brutal Facts (Yet Never Lose Faith)The Stockdale Paradox Research by the Int’l Committee for the Study of Victimization found that those facing serious adversity generally fall into one of three categories: 1. Those who were permanently dispirited by the event 2. Those who got their life back to normal 3. Those who used the experience as a defining event that made them stronger.
  • Confront the Brutal Facts (Yet Never Lose Faith)The Stockdale Paradox  Jim Stockdale stoically accepted the brutal facts of reality while maintaining an unwavering faith in the endgame—that he would prevail despite the brutal facts.  Who didn’t make it out? The optimists.  Those who think it will all be a quick fix and everyone will be out by Christmas are the ones that lose heart and fail.
  • Confront the Brutal Facts (Yet Never Lose Faith)The Stockdale Paradox Good-to-Great Companies selalu menerapkan prinsip the Stockdale Paradox: atau sebuah keyakinan yang kuat bahwa kami pada akhirnya akan berhasil, meski dihadapkan pada rintangan yang amat sulit. Dan pada saat yang bersamaan, kami akan terus berani menghadapi realitas persaingan bisnis, betapapun kerasnya derap persaingan itu.
  • Key Elements to Become Great Company …..  Level 5 Leadership  First Who….then What  Confront the Brutal Facts (Yet Never Lose Faith)  The Hedgehog Concept  A Culture of Discipline  Technology Accelerators
  • The 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.  “The fox knows many things, but the hedgehog knows one big thing.”  Foxes pursue many ends at the same time and see the world in all its complexity. They are scattered or diffused, moving on many levels.  Hedgehogs simplify a complex world into a single organizing idea, a basic principle or concept that unifies and guides everything.  For a hedgehog, anything that does not somehow relate to the hedgehog idea holds no relevance.
  • The Hedgehog Concept  The Hedgehog Concept is a deep understanding of three intersecting circles translated into a simple, crystalline concept:  What you are deeply passionate about  What you can be best in the world at  What drives your economic engine
  • The 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 All Guided by An Iterative Ask Questions the Three Circles Process Autopsies The Dialogue & & Analysis Council Debate Executive Decisions
  • The Hedgehog Concept You can be passionate about all you want, but if you can’t be the best at it or if it doesn’t make economic sense, then you might have a lot of fun, but you won’t get great results. If we can’t be the best at it, then why are we doing it at all? A Hedgehog Concept is not a goal to be the best, a strategy to be the best, an intention to be the best, a plan to be the best. It is an understanding of what you can be the best at.
  • The Hedgehog Concept Good-to-great companies cenderung mirip seperti hedgehogs — sejenis entitas yang sederhana, simpel, memahami "one big thing" and stick to it. Perusahaan pembanding cenderung seperti foxes — mencoba mengetahui banyak hal, namun lack consistency
  • Key Elements to Become Great Company …..  Level 5 Leadership  First Who….then What  Confront the Brutal Facts (Yet Never Lose Faith)  The Hedgehog Concept  A Culture of Discipline  Technology Accelerators
  • A Culture of Discipline  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 disciplines
  • A Culture of Discipline  Involves a duality  Requires people who adhere to a consistent system.  Gives people freedom and responsibility within framework of that system.
  • A Culture of Discipline  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.”
  • A Culture of Discipline A culture of discipline is not just about action. It is about getting disciplined people who engage in disciplined thought and who then take disciplined action. Good-to-great companies dari luar terlihat sebagai entitas yang membosankan, “garing”, biasa-biasa saja, namun jika ditelisik lebih dalam ternyata….. theyre full of people who display extreme diligenceA culture of discipline melibatkan dua dimensi.Pada satu sisi, kultur itu menuntut para and a stunning intensityanggotanya untuk selalu mengacu pada prosesdan sistem kerja yang konsisten. Pada sisi lain,ia juga memberikan kebebasan dantanggungjawab dalam kerangka sistem itu
  • Key Elements to Become Great Company …..  Level 5 Leadership  First Who….then What  Confront the Brutal Facts (Yet Never Lose Faith)  The Hedgehog Concept  A Culture of Discipline  Technology Accelerators
  • 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.
  • Technology Accelerators Dalam isu IT, good-to-great companies selalu mengajukan pertanyaan : apakah aplikasi teknologi ini fit directly dengan konsep Hedgehog kami? Jika ya, maka kami akan menjadi a pioneer in the application of that technology. Jika tidak, kami akan melupakannya Good-to-great companies menggunakan teknologi lebih sebagai an accelerator of momentum, not a creator of it. Tidak ada satupun good-to-great companies yang memulai transformasinya dengan pioneering technology, yet they all became pioneers in the application of technology once they grasped how it fit with their strategies.
  • The 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 . . .
  • The Flywheel  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.
  • Reference :-Good to Great ( summarized by Yodhia)-Good to Great (summarized by Kirk Wakefield)-Good to Great ( summarized by Gary Rueter)
  • End of Document …….