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Good to great

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Good to great

  1. 1. Creating Good-to- GREAT Companywww.exploreHR.org 1
  2. 2. Composed by : www.exploreHR.org Visit www.exploreHR.org for more presentations on Human Capital Strategy and Personal Developmentwww.exploreHR.org 2
  3. 3. Six Key Elements of Good to Great Companywww.exploreHR.org 3
  4. 4. Element 1 : Level 5 Leadershipwww.exploreHR.org 4
  5. 5. Element 2 : First Who…..then Whatwww.exploreHR.org 5
  6. 6. Element 3 :Confront the Brutal Facts(Yet Never Lose Faith)www.exploreHR.org 6
  7. 7. Element 4 : The Hedgehog Conceptwww.exploreHR.org 7
  8. 8. Element 5 :A Culture ofDisciplinewww.exploreHR.org 8
  9. 9. Element 6:TechnologyAcceleratorswww.exploreHR.org 9
  10. 10. Element 1: Level 5 Leadershipwww.exploreHR.org 10
  11. 11. Level 5 Leadership Level 5: Good-to-Great Leader Level 4: Effective Leader Level 3: Competent Manager Level 2: Contributing Team Member Level 1: Highly Capable Individualwww.exploreHR.org 11
  12. 12. Level 5 leaders display acompelling modesty, are self-effacing and understated.www.exploreHR.org 12
  13. 13. In contrast, two thirds of the comparison companies had leaders with gargantuan personal egos that contributed to the demise or continued mediocrity of the companywww.exploreHR.org 13
  14. 14. Level 5 leaders are fanatically driven, infected with an incurable need to produce sustained results.www.exploreHR.org 14
  15. 15. Element 2: First Who…Then Whatwww.exploreHR.org 15
  16. 16. The good-to-great leaders began the transformation by first getting the right people on the bus (and the wrong people off the bus) and then figured out where to drive itwww.exploreHR.org 16
  17. 17. The key point of this element is not just the idea of getting the right people on the team.www.exploreHR.org 17
  18. 18. The key point is that "who" questions come before "what" decisions— before vision, before strategy, before organization structure, before tactics. First who, then what — as a rigorous discipline, consistently applied.www.exploreHR.org 18
  19. 19. Element 3: Confront the Brutal Factwww.exploreHR.org 19
  20. 20. All good-to-great companies began the process finding a path to greatness by confronting the brutal facts of their current realitywww.exploreHR.org 20
  21. 21. A key psychology for leading from good to great is the 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.www.exploreHR.org 21
  22. 22. A primary task in taking a company from good to great is to create a culture wherein people have a tremendous opportunity to be heard and, ultimately, for the truth to be heardwww.exploreHR.org 22
  23. 23. Element 4: Hedgehog Conceptwww.exploreHR.org 23
  24. 24. The good-to-great companies are more like hedgehogs — simple, dowdy creatures that know "one big thing" and stick to it. The comparison companies are more like foxes — crafty, cunning creatures that know many things yet lack consistency.www.exploreHR.org 24
  25. 25. It took four years on average for the good-to-great companies to get a Hedgehog Concept.www.exploreHR.org 25
  26. 26. You absolutely do not need to be in a great industry to produce sustained great results. No matter how bad the industry, every good-to-great company figured out how to produce truly superior economic returns.www.exploreHR.org 26
  27. 27. Element 5: A Culture of Disciplinewww.exploreHR.org 27
  28. 28. The good-to-great companies appear boring and pedestrian looking in from the outside, but upon closer inspection, theyre full of people who display extreme diligence and a stunning intensitywww.exploreHR.org 28
  29. 29. A culture of discipline isnot just about action. It isabout getting disciplined people who engage indisciplined thought and who then take disciplined action.www.exploreHR.org 29
  30. 30. A culture of discipline involves a duality. On the one hand, it requires people who adhere to a consistent system; yet, on the other hand, it gives people freedom and responsibility within the framework of that system.www.exploreHR.org 30
  31. 31. Element 6: Technology Acceleratorswww.exploreHR.org 31
  32. 32. The key question about any technology is: does the technology fit directly with your Hedgehog Concept? If yes, then you need to become a pioneer in the application of that technology. If no, then you can settle technologywww.exploreHR.orgparity for or ignore it entirely. 32
  33. 33. The good-to-great companies used technology as an accelerator of momentum, not a creator of it. momentum None of the good-to-great companies began their transformations with pioneering technology, yet they all became pioneers in the application of technology once they grasped howwww.exploreHR.org it fit with their strategies. 33
  34. 34. Source of Reference: Jim Collins, Good to Great : Why Some Companies Make the Leap…and Others Don’t, Harper Businesswww.exploreHR.org 34

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