Book review good to great
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Jim Collins researched over 1,400 companies for decades to understand what separates good companies from great ones. He found that great companies are led by Level 5 leaders who channel their ego into the larger goal. They also get the right people in place before deciding on strategies. Additionally, great companies confront the brutal facts, yet retain faith they can prevail. They simplify around their three circles of passion. Finally, great companies see transformation as a result of steady pushing on a flywheel rather than one-time change events.
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Good to Great
The document summarizes James Collins' book "Good to Great". It discusses key findings from Collins' research comparing companies that became great performers to good companies. Some of the main points are:
- Good to great companies are led by Level 5 leaders who are humble and driven to see the company succeed over themselves.
- These leaders focus first on getting the right people on the team before deciding on strategy or goals.
- Companies need to confront brutal facts about their situation while maintaining faith that they can improve.
- Great companies develop a "Hedgehog Concept" of focusing on one thing they can be the best at.
- A culture of discipline is important, with disciplined people,
Good to great book review (GNVS IOM)
Jim Collins is an author who studied companies that went from good to great. Some key concepts from his research include:
1) Having the right people is more important than strategy - great companies first get the right people on the bus and the wrong people off the bus before figuring out where to drive it.
2) Leaders of great companies are humble and driven by results over personal success or ego. They thank others and acknowledge luck over personal credit.
3) Companies need a clear Hedgehog Concept - an understanding of what they can be best in the world at, what drives their economic engine, and what they are deeply passionate about. This focus allows them to ignore distractions.
4) Building
Good To Great Presentation
The document discusses key concepts for taking a company from good to great. It discusses the importance of level 5 leadership, which focuses on the company rather than the individual leader. It also emphasizes the need to first get the right people on the team before deciding on strategy ("first who, then what"). Companies must also confront the brutal facts of reality and maintain faith that they can prevail. The hedgehog concept involves focusing on what a company can be best at and is passionate about. A culture of discipline with the right people can avoid bureaucracy and sustain great results.
Good To Great - Concepts
A summary of the book, 'Good to Great'.
All concepts summarised in this presentation belong to the author of the book.
Good to great ppt (vww)
Jim Collins' book Good to Great analyzes what led companies to go from being good companies to great companies that achieved long-term stock returns three times greater than their industry. The key factors identified were having Level 5 leadership, confronting the brutal facts, and developing a Hedgehog Concept of focusing on what they could be best at and their economic engine. Companies that made the transition, like Abbott and Nucor, established a culture of discipline where highly self-motivated people were given freedom and responsibility to fulfill the company's Hedgehog Concept.
Good to great book summary
Good to Great outlines Jim Collins' framework for how good companies can make the leap to becoming great. The framework involves 6 aspects: 1) Level 5 Leadership, 2) First Who, Then What, 3) Confronting Brutal Facts, 4) Developing a Hedgehog Concept, 5) Building a Culture of Discipline, and 6) Using Technology Accelerators. Over time, consistently applying this framework causes the "flywheel effect" that builds momentum until a breakthrough occurs, transitioning the company from good to great.
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2. You need the right aptitude for sales, not just academic marks.
3. Breaking the ice and asking others is prerequisite for being a good salesperson.
4. An organization cannot expect honesty if it encourages dishonest practices with clients.
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Good to great book review-ver 1.5
This document summarizes Jim Collins' research process for studying companies that transitioned from good to great. It involved four phases: 1) Identifying companies that showed long-term stock returns greater than the market after a transition point, 2) Comparing these companies to others in the same industry or those that had short-term shifts, 3) Analyzing what distinguished the inside operations of the good-to-great companies, 4) Iteratively developing concepts to explain the findings through chaos to concept. Key findings included the importance of level 5 leadership, first getting the right people on the team before deciding where to drive it, confronting brutal facts, having a hedgehog concept, and viewing transformations as building momentum like a flywheel rather
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Good to Great
The document summarizes James Collins' book "Good to Great". It discusses key findings from Collins' research comparing companies that became great performers to good companies. Some of the main points are:
- Good to great companies are led by Level 5 leaders who are humble and driven to see the company succeed over themselves.
- These leaders focus first on getting the right people on the team before deciding on strategy or goals.
- Companies need to confront brutal facts about their situation while maintaining faith that they can improve.
- Great companies develop a "Hedgehog Concept" of focusing on one thing they can be the best at.
- A culture of discipline is important, with disciplined people,
Good to great book review (GNVS IOM)
Jim Collins is an author who studied companies that went from good to great. Some key concepts from his research include:
1) Having the right people is more important than strategy - great companies first get the right people on the bus and the wrong people off the bus before figuring out where to drive it.
2) Leaders of great companies are humble and driven by results over personal success or ego. They thank others and acknowledge luck over personal credit.
3) Companies need a clear Hedgehog Concept - an understanding of what they can be best in the world at, what drives their economic engine, and what they are deeply passionate about. This focus allows them to ignore distractions.
4) Building
Good To Great Presentation
The document discusses key concepts for taking a company from good to great. It discusses the importance of level 5 leadership, which focuses on the company rather than the individual leader. It also emphasizes the need to first get the right people on the team before deciding on strategy ("first who, then what"). Companies must also confront the brutal facts of reality and maintain faith that they can prevail. The hedgehog concept involves focusing on what a company can be best at and is passionate about. A culture of discipline with the right people can avoid bureaucracy and sustain great results.
Good To Great - Concepts
A summary of the book, 'Good to Great'.
All concepts summarised in this presentation belong to the author of the book.
Good to great ppt (vww)
Jim Collins' book Good to Great analyzes what led companies to go from being good companies to great companies that achieved long-term stock returns three times greater than their industry. The key factors identified were having Level 5 leadership, confronting the brutal facts, and developing a Hedgehog Concept of focusing on what they could be best at and their economic engine. Companies that made the transition, like Abbott and Nucor, established a culture of discipline where highly self-motivated people were given freedom and responsibility to fulfill the company's Hedgehog Concept.
Good to great book summary
Good to Great outlines Jim Collins' framework for how good companies can make the leap to becoming great. The framework involves 6 aspects: 1) Level 5 Leadership, 2) First Who, Then What, 3) Confronting Brutal Facts, 4) Developing a Hedgehog Concept, 5) Building a Culture of Discipline, and 6) Using Technology Accelerators. Over time, consistently applying this framework causes the "flywheel effect" that builds momentum until a breakthrough occurs, transitioning the company from good to great.
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The document outlines 11 corporate lessons learned from the movie "Rocket Singh":
1. Money does not equally motivate everyone; tailor your motivational approach.
2. You need the right aptitude for sales, not just academic marks.
3. Breaking the ice and asking others is prerequisite for being a good salesperson.
4. An organization cannot expect honesty if it encourages dishonest practices with clients.
5. Delighted customers are ambassadors and referrals can generate more business than marketing.
Good to great book review-ver 1.5
This document summarizes Jim Collins' research process for studying companies that transitioned from good to great. It involved four phases: 1) Identifying companies that showed long-term stock returns greater than the market after a transition point, 2) Comparing these companies to others in the same industry or those that had short-term shifts, 3) Analyzing what distinguished the inside operations of the good-to-great companies, 4) Iteratively developing concepts to explain the findings through chaos to concept. Key findings included the importance of level 5 leadership, first getting the right people on the team before deciding where to drive it, confronting brutal facts, having a hedgehog concept, and viewing transformations as building momentum like a flywheel rather
Good to great PPT Slides
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2. First Who, Then What - Ensuring the right people are in leadership positions before deciding on strategies and goals.
3. Confront the Brutal Facts - Facing the current reality of the company's performance, both successes and failures.
4. The Hedgehog Concept - Having a simple, clear understanding of what the company excels at and should focus on.
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1) The document summarizes key concepts from Jim Collins' book "Good to Great". It discusses Collins' research analyzing what separated great companies from good companies.
2) Collins identified several factors that helped companies make the leap from good to great, including having Level 5 leadership, confronting brutal facts, and developing a "Hedgehog Concept" of focusing on their economic engine.
3) Technology can help accelerate growth but is not the primary driver of transitioning from good to great. Great companies only adopt technologies that fit within their Hedgehog Concept and become pioneers in applying that technology.
Good to great
In his previous bestseller, Built to Last, Jim Collins explored what made great companies great and how they sustained that greatness over time.
One point kept nagging him, though — great companies have, for the most part, always been great, while a vast majority of good companies remain just that: good, but not great. What could merely good companies do to become great, to turn long-term weakness into long-term supremacy?
Collins and his team of researchers used strict benchmarks to identify a group of eleven elite companies that made the leap from good to great and sustained that greatness for at least fifteen years. The companies that made the list might surprise you as much as those left off (the likes of Intel, GE
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This document outlines the six key elements that Jim Collins identified as being common among companies that went from good to great:
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One point kept nagging him, though — great companies have, for the most part, always been great, while a vast majority of good companies remain just that: good, but not great. What could merely good companies do to become great, to turn long-term weakness into long-term supremacy?
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The document provides an overview of the book "Good to Great" by James C. Collins. It summarizes the book's key chapters and findings. The book studied companies that made the leap from good to great and sustained that growth. It found that these companies were led by Level 5 leaders who focused on the right people, confronting facts over dreams, and developing a clear "Hedgehog Concept". They also built cultures of discipline while maintaining entrepreneurial spirit. The research provides valuable lessons for transforming good companies into great and enduring ones.
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level 5 leadership
This document discusses level 5 leadership and the characteristics that distinguish it from level 4 leadership. Level 5 leaders are highly ambitious for their company's success and are more focused on the company's greatness than their own personal image or legacy. They have a fierce will and drive results while also displaying compelling humility by deflecting credit to others. The operating style of level 5 leaders includes focusing first on the right people, confronting brutal facts, having a clear focus or "hedgehog concept", maintaining disciplined processes, and using technology strategically to accelerate progress.
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The document summarizes key concepts from the book "Good to Great" by Jim Collins. It discusses the characteristics of Level 5 Leadership, which blends personal humility and professional will. It also covers the importance of first getting the right people on the team before deciding on strategy and vision. Additional concepts include confronting brutal facts, developing a Hedgehog concept of focusing on one thing you can be the best at, building a culture of discipline, and using technology as an accelerator, not the driver of success.
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Good to great
The document summarizes key findings from Jim Collins' research for his book "Good to Great". Collins studied companies that made the leap from good to sustained great performance. He found that these companies were led by humble leaders who first got the right people in place before setting strategy. They focused on what not to do rather than what to do. Technology alone did not cause the transition. The companies followed a "flywheel" process of disciplined people, thought, and action. They embraced a "hedgehog concept" of doing what they could be the best at. Collins believes the principles for going from good to great are timeless.
Bbl Breakthrough Leadership Mod 12 17 July2008
Leading Change
Change is accelerating in our business world, and those who can embrace and drive it will be the winners. Globalization, restructuring, and workforce diversity are changing the way business is done, and leaders often must adapt at warp speed. With constant change, we have to do more with less, faster, cheaper and better. Doing our best is no longer enough. Leaders must frequently face changes in the business environment that seem to require miracles to overcome. The reality is that business is often a game of setting seemingly impossible challenges and making progress on these challenges. Resistance to change is widespread, and people leading change must often do so against a tide of resistance and predictions of failure. Fear of failure and disappointment are frequently the motivation for this approach. Often these well-intentioned people call their attitudes "realistic" or "practical." Unfortunately, people who resist new ideas, and change in general, ignore the influence of their own attitudes and beliefs on their “reality”. Successful change leaders must understand how people react to change, and be ready and able to lead and support their teams in successfully navigating required changes. These “change agents” must learn to personally deal with the pressure of constant change, and even welcome it, learning to surf the waves of change rather than being dragged under the waves. This module will provide you with an understanding of the change process, the role of resistance, and your role in leading change, so that you and your people can embrace change as a doorway to new possibilities.
Good to Great by Jim Collins - A brief book review in PPT format.
A MUST RAED!
Good to Great: Why Some Companies Make the Leap... and Others Don't is a management book by Jim C. Collins that describes how companies transition from being good companies to great companies, and how most companies fail to make the transition. The book was published on October 16, 2001.
Good to great
The document outlines Jim Collins' framework for transitioning a company from good to great, which includes having Level 5 Leadership, getting the right people on the bus, confronting brutal facts, developing a simple hedgehog concept, creating a culture of discipline, using technologies to accelerate the hedgehog concept, and allowing momentum to build through the flywheel effect. It also discusses how Collins' framework was applied in his subsequent book Built to Last to establish enduring great companies from the beginning.
High Impact Entrepreneurship: A talk with Fernando Fabre, Endeavor Global
High Impact Entrepreneurship: A talk with Fernando Fabre, Endeavor GlobalThe Pool - Entrepreneurship Club
Want to know what type of entrepreneur are you? Then, understand why high impact entrepreneurship is based on collaboration and influence? Why Silicon Valley or TelAviv are the world's best innovation clusters. A step forward
It's about how we can take a step forward towards our goals,towards making a company better form good.
Review of GOOD TO GREAT
The document summarizes key points from the book "Good to Great" by Jim Collins. It discusses Collins' methodology of studying companies that transitioned from good to great performance. The book identifies characteristics like "Level 5 Leaders" and the "Hedgehog Concept" that were common among companies that made this transition. It also describes peripheral concepts in the book like the importance of technology as an accelerator, not a driver of change. The document provides an overview of the book's main arguments in favor of transitioning from good to great, but also notes some criticism around factors beyond a company's control that could influence performance.
Good togreat
The document summarizes key concepts from Jim Collins' book "Good to Great". It describes that great companies first focus on getting the right people in leadership positions before setting strategy. They also confront brutal facts, develop a simple "Hedgehog Concept", create a culture of discipline, view technology as an accelerator, and drive results through a "Flywheel Effect" of persistent, incremental improvements rather than major overhauls. Decline is rarely due to technology alone and great transformations are gradual processes, not sudden miracles or revolutions.
Insights on "What got you here Wont get you there"
This document summarizes key concepts from the book "What Got You Here Won't Get You There" by Marshall Goldsmith. It discusses the author James C Collins and provides an overview of several important ideas from the book, including that "Good is the Enemy of Great", the concept of "Level 5 Leadership", the importance of "Confronting the Brutal Facts", and applying the "Hedgehog Concept" to focus on what a company excels at. The presentation concludes by emphasizing the importance of striving for greatness once a level of goodness has been achieved.
Good to Great-1.ppt
The document summarizes key concepts from Jim Collins' book "Good to Great". It discusses how companies that made the leap from good to great had Level 5 leaders who built enduring cultures of discipline. These leaders first got the right people on the bus, then figured out the best path to greatness. The companies also confronted brutal facts, maintained faith, and had a clear "hedgehog concept" focused on their economic engine. Technology was used as an accelerator, not a creator, of momentum by linking to the hedgehog concept. A culture of discipline within clear guidelines helped sustain success over 15 years.
Leading Your Team to Greatness- Dr. James Goenner, National Charter Schools I...
Leading Your Team to Greatness- Dr. James Goenner, National Charter Schools I...National Charter Schools Institute
A presentation on Leading your Team to Greatness for the
Indiana Charter Schools Conference given by Dr. James Goenner of the National Charter Schools Institute. Good to great
Good to Great is a great book by author Jim Collins, it helps to develop our leadership and help to improve our organization and society.
Similar to Book review good to great (20)
Good to Great by Jim Collins - A brief book review in PPT format.
Good to Great by Jim Collins - A brief book review in PPT format.
High Impact Entrepreneurship: A talk with Fernando Fabre, Endeavor Global
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Insights on "What got you here Wont get you there"
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Compensation & benefits assignment ppt shubham
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Hofstede model
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Knowledge management presentation on Global Success Stories of HR processes i...
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Book review good to great
- 1. BOOK REVIEW: GOOD TO GREAT NARSEE MONJEE INSTITUTE OF MANAGEMENT STUDIES, HYDERABAD
- 2. By: Nikunj Gor (80303120016) Karteek Nandhana (80303120034) Shubham Singhal (80303120053)
- 3. About the author Jim Collins is a student and teacher of enduring great companies—how they grow, how they attain superior performance, and how good companies can become great companies. He holds degrees in business administration and mathematical sciences from Stanford University, and honorary doctoral degrees from the University of Colorado and the Peter F. Drucker Graduate School of Management at Claremont Graduate University Driven by a relentless curiosity, Jim began his research and teaching career as the faculty at the Stanford University Graduate School of Business, where he received the Distinguished Teaching Award in 1992. Having invested nearly a quarter of a century of research into the topic, Jim has authored or coauthored six books that have sold in total more than ten million copies worldwide(Build to last, Good to Great and How the mighty fall) In 1995, he founded a management laboratory in Boulder, Colorado, where he now conducts research and consults with executives from the corporate and social sectors. Jim has worked with senior executives and CEOs at over a hundred corporations.
- 4. About the book Good To Great is not a book, its research work done by Jim Collins along with his team of 22 members on various companies for decades. 15000 man hours have been spent for this research work of differentiating great companies from other companies. Start with 1,435 good companies. Examine their performance over 40 years. Find the companies that became great. The whole idea behind this book is "Good is never enough".
- 5. Good is the Enemy of Great It is easier to do the basics for something good than to really work for something great. The Collins team selected two sets of comparison companies. Direct Companies. Unsustained Companies.
- 6. Level 5 Leadership Level 5 Leadership formula- The Right people (culture, character) + humility + strong professional will = SUCCESS Level 5 leaders channel their ego needs away from themselves and into the larger goal of building a great company.
- 7. First Who . . . Then What
- 8. First Who . . . Then What • Its easy to adopt CHANGES of world with right people. • Not need to be tightly managed or instructed at every step. • Self-Motivated. • First Who, Great Companies, and A Great Life. • Gillette CEO. • Rigorous, Not Ruthless.
- 9. Confront the Brutal Facts (Yet Never Lose Faith)
- 10. Confront the Brutal Facts (Yet Never Lose Faith) • Facts are better than Dreams. • A climate where truth is heard. • Lead with questions, Not answers. • Conduct autopsies, without blame. • Engage in dialogue and debate, not coercion. • Red flag. • Retained absolute faith that you can and will prevail in the end, regardless of the difficulties AND confront the most brutal facts of current reality.
- 11. The Hedgehog Concept (Simplicity within the Three Circles)
- 13. The Flywheel and not the Doom Loop
- 14. Learnings The main learning of Good to Great is that any company can become a great company by systematically implementing key principles mentioned. Good- to-great companies paid limited attention to managing change. Motivating people or creating alignment. Good- to-great companies had no big name, tag line, launch event or program to signify their transformations. Charisma can be as much as a liability as an asset. Good- to-great companies paid attention to what to do and what to stop doing.
- 15. ?????? • Why only 11 companies make cut? • Why only US? • Why no TECH-giants ? • I am not CEO. What can I do with these findings? • Where and how should I begin?
- 16. 11 Good to Great Companies. Abbott Laboratories(71st ) Circuit City Stores (bankrupt in 2009) Fannie Mae (8th) Gillette Company(P&G) Kimberly-Clark(137th ) Kroger(23rd) Nucor(138th ) Philip Morris(99th ) Pitney Bowes(461st ) Walgreens(32nd ) Wells Fargo(26th )