Great Ideas! Jim Collins' "Good to Great" - Executive Overview

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Here's a quick run through of the key concpets in one of the great business books of the 21st century - Jim Collins' Peter Drucker-influenced classic, "Good to Great"

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  • Introduce the book, Collins, L&L concept\n\nVALIDATION - clients and OSB\n
  • Introduce Doug, Eureka! Ranch and Doug’s research & terminology\n\n\n
  • Define OB, RR2B and DD\nOB - not so much a “how to” as benchmarks ... or organizational DNA\nRR2B - generally seen as the most influential book of the early 21st century\nDD - “It’s no harder to build something great than something good” “all companies have the potential to go from good to great”\n
  • Define OB, RR2B and DD\nOB - not so much a “how to” as benchmarks ... or organizational DNA\nRR2B - generally seen as the most influential book of the early 21st century\nDD - “It’s no harder to build something great than something good” “all companies have the potential to go from good to great”\n
  • Define OB, RR2B and DD\nOB - not so much a “how to” as benchmarks ... or organizational DNA\nRR2B - generally seen as the most influential book of the early 21st century\nDD - “It’s no harder to build something great than something good” “all companies have the potential to go from good to great”\n
  • Collins as guru:\n\nCome to Boulder, RH framework, Growth Summit keynote\n
  • Collins as guru:\n\nCome to Boulder, RH framework, Growth Summit keynote\n
  • Explain “prequel” idea\n\nCorporate genome project -- mapping “great” organizational DNA\n
  • Explain “prequel” idea\n\nCorporate genome project -- mapping “great” organizational DNA\n
  • Not about these companies? Not about business?!?\n\n1 thing: the timeless principals of G2G\n
  • Not about these companies? Not about business?!?\n\n1 thing: the timeless principals of G2G\n
  • Not about these companies? Not about business?!?\n\n1 thing: the timeless principals of G2G\n
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  • There will be a test later!\n\nAnd a few exercises as well\n
  • Chapter 4\n\nEngage/Q: Tactics vs. Strategy; do Core Story (5 words); USE IT! EDUCATING: relate recent purchase\n
  • Chapter 4\n\nEngage/Q: Tactics vs. Strategy; do Core Story (5 words); USE IT! EDUCATING: relate recent purchase\n
  • Chapter 4\n\nEngage/Q: Tactics vs. Strategy; do Core Story (5 words); USE IT! EDUCATING: relate recent purchase\n
  • Chapter 4\n\nEngage/Q: Tactics vs. Strategy; do Core Story (5 words); USE IT! EDUCATING: relate recent purchase\n
  • Chapter 4\n\nEngage/Q: Tactics vs. Strategy; do Core Story (5 words); USE IT! EDUCATING: relate recent purchase\n
  • EXERCISE: List three things that you or your organization could be/should be FANATICALLY DRIVEN to achieve\n\n
  • EXERCISE: List three things that you or your organization could be/should be FANATICALLY DRIVEN to achieve\n\n
  • EXERCISE: List three things that you or your organization could be/should be FANATICALLY DRIVEN to achieve\n\n
  • Chapter 7Show of hands\nMost used?Most valuable?Most untapped?\nHAND OUT???\nRELATE to client situations and OSB\n\n
  • Chapter 9\n\nLinger QUIETLY over each element; PERSONALIZE (client, OSB)RELATE to RH 1-page plan\n
  • Chapter 9\n\nLinger QUIETLY over each element; PERSONALIZE (client, OSB)RELATE to RH 1-page plan\n
  • Chapter 9\n\nLinger QUIETLY over each element; PERSONALIZE (client, OSB)RELATE to RH 1-page plan\n
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  • Hits many of the high notes already described\n\nUSING IT slightly differently; describe\n
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  • Introduce the book, Collins, L&L concept\n\nVALIDATION - clients and OSB\n
  • Great Ideas! Jim Collins' "Good to Great" - Executive Overview

    1. 1. Great ideas:Good to Greatby Jim CollinsThe Executive ForumDecember 8, 2009
    2. 2. Doug Hall’s Marketing Physics
    3. 3. Overt BenefitReal Reason to Believe Dramatic Difference Doug Hall’s Marketing Physics
    4. 4. What’s in it for me?
    5. 5. me? What’s in it forWhy should I believe you?
    6. 6. me? What’s in it forWhy should I believe you? Why should I care?
    7. 7. Good to Great isgenerally seen as themost influentialbusiness book of theearly 21st century
    8. 8. Good to Great isgenerally seen as themost influentialbusiness book of theearly 21st century“It’s no harder to build something great than to build something
    9. 9. Prequel (sort of)to Built to Last
    10. 10. Prequel (sort of)to Built to Last The corporategenome project
    11. 11. What Good toGreat isn’t
    12. 12. What Good toGreat isn’t It’s not really a “how to”
    13. 13. What Good toGreat isn’t It’s not really a “how to” It doesn’t deal directlywith SMEs
    14. 14. What Good toGreat isn’t It’s not really a “how to” It doesn’t deal directlywith SMEs According to Collins: it’snot about thesecompanies ... or business
    15. 15. Surprising findings Level 5 LeadersWhat NOT to do/What to STOP doing Technology, change management, transformation
    16. 16. Key concepts
    17. 17. Level 5 Leadership First Who, Then What Confront the Brutal Facts The Hedgehog Concept A Culture of Discipline Technology Accelerators Key conceptsThe Flywheel and the Doom Loop
    18. 18. Level 5 Leadership
    19. 19. Level 5 LeadershipLevel 1 - Highly Capable Individual
    20. 20. Level 5 LeadershipLevel 2 - Contributing Team Member Level 1 - Highly Capable Individual
    21. 21. Level 5 Leadership Level 3 - Competent ManagerLevel 2 - Contributing Team Member Level 1 - Highly Capable Individual
    22. 22. Level 5 Leadership Level 4 - Effective Leader Level 3 - Competent ManagerLevel 2 - Contributing Team Member Level 1 - Highly Capable Individual
    23. 23. Level 5 Leadership Level 5 - Level 5 Executive Level 4 - Effective Leader Level 3 - Competent ManagerLevel 2 - Contributing Team Member Level 1 - Highly Capable Individual
    24. 24. Characteristicsof Level 5 Leadership
    25. 25. Characteristics of Level 5 Leadership plow horse thanMore show horse
    26. 26. Characteristics of Level 5 Leadership plow horse thanMore show horse Fanatically driven to achieve results
    27. 27. Characteristics of Level 5 Leadership plow horse than More show horse Fanatically driven to achieve results An interesting combination ofprofessional will and personal humility
    28. 28. First who, then what
    29. 29. First get the right peopleFirst who, then what Then determine direction
    30. 30. First who, then what
    31. 31. It’s easier to change directionFirst who, then what
    32. 32. It’s easier to change direction You don’t need to motivateFirst who, then what
    33. 33. It’s easier to change direction You don’t need to motivate With the wrong people ... it just won’t matterFirst who, then what
    34. 34. “The “The right biggest person hasbottleneck more to doon growth is withnot products, character markets, competition traits andor technology innate -- it’s the abilities ability to get than specific and keep knowledge, enough of background, the right skills or people” experience”
    35. 35. Confront the Brutal Facts Dominant theme: “Breakthrough resultscome about by a series of good decisions, diligently executed andaccumulated one on top of another”
    36. 36. Are you ahedgehog?
    37. 37. Are you ahedgehog?
    38. 38. Are you a hedgehog?Or a fox?
    39. 39. Simplicity within 3The Hedgehog Concept
    40. 40. “The Hedgehog Concept is not a goal,strategy, plan or intention -- it’s an understanding of what you can be the best at.”
    41. 41. A Culture of Discipline
    42. 42. A Culture of DisciplineFreedom within a Framework“Disciplined people, engaged indiscipline thought, taking disciplined
    43. 43. A Culture ofDiscipline Disciplin e
    44. 44. A Culture ofDiscipline•Build a culture around freedom & responsibility Disciplin•Fill the culture with self- e disciplined people who will go to extreme lengths•Don’t confuse discipline with tyranny•Adhere to the Hedgehog Concept -- including a “Stop Doing” list
    45. 45. Technology Technology can be an accelerator ofAccelerator momentum, but not a creator of it
    46. 46. Technology Technology can be an accelerator ofAccelerator momentum, but not a creator of it“Good to Great companies are pioneers in the application of carefully selected technologies”
    47. 47. The Flywheel and the Doom Loop
    48. 48. The Flywheel and the Doom Loop Build up andBreakthrough
    49. 49. The Flywheel and the Doom Loop “No single defining action, no grand Build up and program ... Good to Great comesBreakthrough about by a cumulative process -- that adds up to sustained and spectacular results”
    50. 50. The Doom Loop
    51. 51. The Doom a.k.a. Skipping Build Up Loop
    52. 52. The Doom a.k.a. Skipping Build Up LoopDisappointing results
    53. 53. The Doom a.k.a. Skipping Build Up LoopDisappointing resultsReaction without understanding
    54. 54. The Doom a.k.a. Skipping Build Up LoopDisappointing resultsReaction without understandingThe tyranny of the new
    55. 55. The Doom a.k.a. Skipping Build Up LoopDisappointing resultsReaction without understandingThe tyranny of the newNo build up ... no momentum ... no breakthrough
    56. 56. Coherence: 1 + 1 = 4
    57. 57. Coherence: 1 + 1 = 4 “The magnifying effect of one factor upon the other”
    58. 58. Great ideas:Good to Greatby Jim CollinsLikes, dislikes, questions,comments, follow up

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