This document summarizes key elements from Jim Collins' book "Good to Great". It discusses six elements that characterize "Good to Great" companies: 1) Level 5 Leadership, 2) First Who...Then What, 3) Confront the Brutal Facts, 4) The Hedgehog Concept, 5) A Culture of Discipline, and 6) Technology as an Accelerator. It also describes the concept of the "flywheel effect" whereby transformations occur gradually through constant, steady effort rather than sudden changes, in contrast to the "doom loop" faced by unsuccessful companies.
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.
Why Some Companies Make the Leap... and Others Don't is a management book by James C. Collins that aims to describe how companies transition from being average companies to great companies and how companies can fail to make the transition.
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
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.
The book review summarizes James Collins' book "Good to Great". It discusses key concepts from the book like Level 5 Leadership, confronting brutal facts, the hedgehog concept, and creating a culture of discipline. The study identified 11 companies that went from good to great and compared them to peers. It found the transformation required rigorous people decisions and focusing first on the right leaders and team before vision or strategy. Great companies approached change like a heavy flywheel that builds momentum through consistent effort rather than sudden shifts in direction.
This document discusses key concepts from the book "Good to Great" about transforming an average company into an exceptional one. It describes a five level leadership model and emphasizes the importance of having the right leaders who confront brutal facts and develop a "Hedgehog Concept" to guide the organization. It also stresses establishing a culture of discipline through disciplined people, thought, and action aligned with the Hedgehog Concept. Technology is discussed as an accelerator, not a creator, of momentum. The transformation is portrayed as a gradual process of building momentum like pushing a giant flywheel, not a single event.
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.
Why Some Companies Make the Leap... and Others Don't is a management book by James C. Collins that aims to describe how companies transition from being average companies to great companies and how companies can fail to make the transition.
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
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.
The book review summarizes James Collins' book "Good to Great". It discusses key concepts from the book like Level 5 Leadership, confronting brutal facts, the hedgehog concept, and creating a culture of discipline. The study identified 11 companies that went from good to great and compared them to peers. It found the transformation required rigorous people decisions and focusing first on the right leaders and team before vision or strategy. Great companies approached change like a heavy flywheel that builds momentum through consistent effort rather than sudden shifts in direction.
This document discusses key concepts from the book "Good to Great" about transforming an average company into an exceptional one. It describes a five level leadership model and emphasizes the importance of having the right leaders who confront brutal facts and develop a "Hedgehog Concept" to guide the organization. It also stresses establishing a culture of discipline through disciplined people, thought, and action aligned with the Hedgehog Concept. Technology is discussed as an accelerator, not a creator, of momentum. The transformation is portrayed as a gradual process of building momentum like pushing a giant flywheel, not a single event.
This presentation summarizes the key principles of the book "Good to Great" by Jim Collins. It discusses seven principles for transforming a good company into a great one, including having Level 5 leadership with humility and will. The presentation emphasizes getting the right people on the bus and in the right seats by seeking self-motivated problem solvers. It also stresses confronting brutal facts yet maintaining faith, focusing on a company's hedgehog concept, and creating a culture of discipline and momentum like a flywheel rather than a doom loop. Case studies and a Q&A session are included.
This document summarizes key concepts from the book "Good to Great" about developing a "Hedgehog Concept". A Hedgehog Concept comes from understanding the intersection of what a company can be best in the world at, what drives its economic engine, and what it is deeply passionate about. Developing this understanding allows companies to break through the "fog" and see clearly what they should focus on. The document provides various company examples to illustrate applying the Hedgehog Concept successfully.
The document summarizes key concepts from Chapters 4-6 of Jim Collins' book Good to Great. It discusses the importance of confronting brutal facts, developing a Hedgehog Concept of focusing on one thing you can be the best in the world at, and cultivating a culture of discipline. Some main points include:
1) To become great, leaders must confront the brutal facts of reality and create a climate where the truth can be heard, even if it is scary. They must also retain faith that they can prevail despite difficulties.
2) Developing a Hedgehog Concept takes time and involves understanding what you can be best at, what drives your economic engine, and what you are passionate about. It
The document summarizes key principles from Jim Collins' book "Good to Great". It discusses that great companies implement principles like having Level 5 leadership, focusing on getting the right people on the bus and in the right seats, confronting brutal facts, having a simple "Hedgehog Concept", maintaining a culture of discipline, and building momentum like a flywheel over time through relentless consistency. Implementing these principles can help any company transition from being good to becoming truly great.
This document summarizes a presentation about Jim Collins' book "Good to Great".
The presentation discusses Collins' research analyzing what separated good companies that became great, sustained great results, and compared them to good companies that did not become great. Key findings included the importance of Level 5 Leadership, focusing on the right people and opportunities rather than problems, confronting brutal facts rather than hiding from them, and developing a simple "Hedgehog Concept" to guide strategy. The presentation provides examples of companies that demonstrated these principles and became great performers.
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.
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.
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.
The document discusses moving an organization from good to great. It outlines several key concepts from the book "Good to Great" for doing so, including having level 5 leadership, confronting brutal facts, developing a hedgehog concept, establishing a culture of discipline, and using technology accelerators. It emphasizes the importance of first getting the right people on the bus before deciding what to do, and how achieving greatness is more like pushing a heavy flywheel forward through consistent, small efforts over time rather than any single defining action.
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
The document outlines the key concepts from Jim Collins' "Good to Great" framework for taking a company from good to great. It discusses having Level 5 leadership, getting the right people on the bus, confronting brutal facts, having a clear Hedgehog concept, building a culture of discipline, creating momentum like a flywheel, preserving the core values while stimulating progress, and building the organization to last beyond any single leader. The framework provides a systematic approach for companies to transform performance through disciplined people and thought.
The document summarizes key points from Jim Collins' book "Good to Great" about how companies make the transition from being good companies to great companies. It discusses that change happens gradually through disciplined effort, not suddenly. It also emphasizes the importance of having the right people, clear strategic focus, and removing activities that don't fit the core strategy. The flywheel effect analogy is used to illustrate that transforming an organization is like pushing a heavy wheel gradually to get it spinning faster through accumulated good decisions over time.
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,
Presentation good to great by leke oshiyemi_for slideshareLeke Oshiyemi
The document provides an overview of Jim Collins' framework for building an enduring organization as presented by Leke Oshiyemi. Some key points:
1) Jim Collins is the author of several influential business books including "Good to Great" and "Built to Last" that explore what distinguishes companies that achieve long-term success.
2) Collins' research identified 11 companies that made the leap from good to great results over 15+ years, comparing them to companies that failed to sustain gains.
3) Collins' framework includes concepts like "Level 5 Leadership", focusing first on the right people before strategy ("First Who, Then What"), confronting brutal facts, the "Hedgehog Concept", and
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.
Good to Great for Non-Profits: A Unified ModelSteven Koster
This document presents a unified model that combines elements from Jim Collins' books "Good to Great" and "Good to Great for Non-Profits". The model centers around three circles - skill and product, passion, and resource engine. At the very center is talent, a big hairy audacious goal, reputation, and a hedgehog concept. The model describes inputs like time, talent and money that fuel the organization's output of mission impact. It also discusses the importance of discipline, measuring impact over costs, and how the system builds momentum like a flywheel. The document concludes with a case study of how the model applies to the Christian media ministry ReFrame.
The document summarizes leadership best practices from Jim Collins' books "Good to Great" and "Built to Last". It outlines five leadership practices and ten commitments from "The Leadership Challenge". It also discusses tools for leadership from "Good to Great" including Level 5 Leadership, the Hedgehog Concept, and building a Culture of Discipline. The presentation provides examples and exercises for applying these leadership models.
Great By Choice - Steps to Managerial excellence - Manu Melwin JoyManu Melwin Joy
This document provides an overview of managerial skills including conceptual skills, human skills, and technical skills. It discusses various frameworks and models for decision making, interpersonal relationships, and work place organization. Specific topics covered include Pareto's principle, the urgent/important matrix, emotional bank accounts, situational leadership, the one minute manager approach, and the 5S methodology for visual workplace management. The document is intended as a reference for developing management skills and was prepared by an assistant professor in India.
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.
The document summarizes key findings from Jim Collins' book "Good to Great". It discusses that some companies are able to make the leap from good to great while others do not. It identifies several factors that helped companies transition, including having Level 5 leadership with professional will and personal humility, getting the right people in leadership positions before defining strategies, confronting brutal facts about performance, focusing resources in areas of greatest strength or "hedgehog concept", developing a culture of discipline, and building momentum slowly over time like a flywheel rather than trying to force quick changes.
Unlocking the Legacy: The untapped value of data in taxonomic literature #pibmeimillerjeremya
Unlocking the Legacy: The untapped value of data in taxonomic literature
Jeremy Miller, Donat Agosti, Guido Sautter Terry Catapano, David King, Serrano Pereira, Rutger Vos, Soraya Sierra
pro-iBiosphere final conference, 12 June 2014, Bouchart Castle, Meise, Belgium
The document summarizes the book "Seeds of Success" by Jack Myrick. It outlines the 5 principles of success discussed in the book: 1) Excel first, reap later 2) Treat others as you wish to be treated 3) Work with a sense of urgency 4) Be the solution, not the problem 5) Never say "It's not my job". The book teaches readers how to apply these principles to find success in their work and lives.
This presentation summarizes the key principles of the book "Good to Great" by Jim Collins. It discusses seven principles for transforming a good company into a great one, including having Level 5 leadership with humility and will. The presentation emphasizes getting the right people on the bus and in the right seats by seeking self-motivated problem solvers. It also stresses confronting brutal facts yet maintaining faith, focusing on a company's hedgehog concept, and creating a culture of discipline and momentum like a flywheel rather than a doom loop. Case studies and a Q&A session are included.
This document summarizes key concepts from the book "Good to Great" about developing a "Hedgehog Concept". A Hedgehog Concept comes from understanding the intersection of what a company can be best in the world at, what drives its economic engine, and what it is deeply passionate about. Developing this understanding allows companies to break through the "fog" and see clearly what they should focus on. The document provides various company examples to illustrate applying the Hedgehog Concept successfully.
The document summarizes key concepts from Chapters 4-6 of Jim Collins' book Good to Great. It discusses the importance of confronting brutal facts, developing a Hedgehog Concept of focusing on one thing you can be the best in the world at, and cultivating a culture of discipline. Some main points include:
1) To become great, leaders must confront the brutal facts of reality and create a climate where the truth can be heard, even if it is scary. They must also retain faith that they can prevail despite difficulties.
2) Developing a Hedgehog Concept takes time and involves understanding what you can be best at, what drives your economic engine, and what you are passionate about. It
The document summarizes key principles from Jim Collins' book "Good to Great". It discusses that great companies implement principles like having Level 5 leadership, focusing on getting the right people on the bus and in the right seats, confronting brutal facts, having a simple "Hedgehog Concept", maintaining a culture of discipline, and building momentum like a flywheel over time through relentless consistency. Implementing these principles can help any company transition from being good to becoming truly great.
This document summarizes a presentation about Jim Collins' book "Good to Great".
The presentation discusses Collins' research analyzing what separated good companies that became great, sustained great results, and compared them to good companies that did not become great. Key findings included the importance of Level 5 Leadership, focusing on the right people and opportunities rather than problems, confronting brutal facts rather than hiding from them, and developing a simple "Hedgehog Concept" to guide strategy. The presentation provides examples of companies that demonstrated these principles and became great performers.
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.
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.
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.
The document discusses moving an organization from good to great. It outlines several key concepts from the book "Good to Great" for doing so, including having level 5 leadership, confronting brutal facts, developing a hedgehog concept, establishing a culture of discipline, and using technology accelerators. It emphasizes the importance of first getting the right people on the bus before deciding what to do, and how achieving greatness is more like pushing a heavy flywheel forward through consistent, small efforts over time rather than any single defining action.
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
The document outlines the key concepts from Jim Collins' "Good to Great" framework for taking a company from good to great. It discusses having Level 5 leadership, getting the right people on the bus, confronting brutal facts, having a clear Hedgehog concept, building a culture of discipline, creating momentum like a flywheel, preserving the core values while stimulating progress, and building the organization to last beyond any single leader. The framework provides a systematic approach for companies to transform performance through disciplined people and thought.
The document summarizes key points from Jim Collins' book "Good to Great" about how companies make the transition from being good companies to great companies. It discusses that change happens gradually through disciplined effort, not suddenly. It also emphasizes the importance of having the right people, clear strategic focus, and removing activities that don't fit the core strategy. The flywheel effect analogy is used to illustrate that transforming an organization is like pushing a heavy wheel gradually to get it spinning faster through accumulated good decisions over time.
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,
Presentation good to great by leke oshiyemi_for slideshareLeke Oshiyemi
The document provides an overview of Jim Collins' framework for building an enduring organization as presented by Leke Oshiyemi. Some key points:
1) Jim Collins is the author of several influential business books including "Good to Great" and "Built to Last" that explore what distinguishes companies that achieve long-term success.
2) Collins' research identified 11 companies that made the leap from good to great results over 15+ years, comparing them to companies that failed to sustain gains.
3) Collins' framework includes concepts like "Level 5 Leadership", focusing first on the right people before strategy ("First Who, Then What"), confronting brutal facts, the "Hedgehog Concept", and
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.
Good to Great for Non-Profits: A Unified ModelSteven Koster
This document presents a unified model that combines elements from Jim Collins' books "Good to Great" and "Good to Great for Non-Profits". The model centers around three circles - skill and product, passion, and resource engine. At the very center is talent, a big hairy audacious goal, reputation, and a hedgehog concept. The model describes inputs like time, talent and money that fuel the organization's output of mission impact. It also discusses the importance of discipline, measuring impact over costs, and how the system builds momentum like a flywheel. The document concludes with a case study of how the model applies to the Christian media ministry ReFrame.
The document summarizes leadership best practices from Jim Collins' books "Good to Great" and "Built to Last". It outlines five leadership practices and ten commitments from "The Leadership Challenge". It also discusses tools for leadership from "Good to Great" including Level 5 Leadership, the Hedgehog Concept, and building a Culture of Discipline. The presentation provides examples and exercises for applying these leadership models.
Great By Choice - Steps to Managerial excellence - Manu Melwin JoyManu Melwin Joy
This document provides an overview of managerial skills including conceptual skills, human skills, and technical skills. It discusses various frameworks and models for decision making, interpersonal relationships, and work place organization. Specific topics covered include Pareto's principle, the urgent/important matrix, emotional bank accounts, situational leadership, the one minute manager approach, and the 5S methodology for visual workplace management. The document is intended as a reference for developing management skills and was prepared by an assistant professor in India.
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.
The document summarizes key findings from Jim Collins' book "Good to Great". It discusses that some companies are able to make the leap from good to great while others do not. It identifies several factors that helped companies transition, including having Level 5 leadership with professional will and personal humility, getting the right people in leadership positions before defining strategies, confronting brutal facts about performance, focusing resources in areas of greatest strength or "hedgehog concept", developing a culture of discipline, and building momentum slowly over time like a flywheel rather than trying to force quick changes.
Unlocking the Legacy: The untapped value of data in taxonomic literature #pibmeimillerjeremya
Unlocking the Legacy: The untapped value of data in taxonomic literature
Jeremy Miller, Donat Agosti, Guido Sautter Terry Catapano, David King, Serrano Pereira, Rutger Vos, Soraya Sierra
pro-iBiosphere final conference, 12 June 2014, Bouchart Castle, Meise, Belgium
The document summarizes the book "Seeds of Success" by Jack Myrick. It outlines the 5 principles of success discussed in the book: 1) Excel first, reap later 2) Treat others as you wish to be treated 3) Work with a sense of urgency 4) Be the solution, not the problem 5) Never say "It's not my job". The book teaches readers how to apply these principles to find success in their work and lives.
The document summarizes key points from Anthony Robbins' 1992 self-help book including topics around goal setting, neuro-linguistic programming, personal finance, relationships, and making positive changes. The book suggests focusing on developing yourself, setting goals with deadlines, harnessing pain and pleasure to change your life, challenging your beliefs and limits, understanding how emotions and body language impact you, and maintaining curiosity through questioning.
You are 100% responsible for how you choose to respond to the events in your life.
So
“Experience is not what happens to you, but what you do with what happens to you.”
The Five Pillars of Leadership: How to bridge the leadership gap Paul J. MeyerDr. Michael Clarke
Paul J. Meyer is considered the founder of the personal development industry. His organization, Leadership Management International, has engaged with over 2 million leaders in 67 countries. He describes leadership as achieving beneficial results through people, and that anyone can be a leader by stepping forward to help others transform. Good leadership requires integrity, having a servant's heart to develop others, and stewardship to develop people to their full potential. Leaders must be committed to continual growth and have the courage to embrace change to succeed.
This document discusses the concept of the "3rd alternative" which refers to finding a solution that is better than the typical options of "my way" or "your way". It involves the process of synergy where the whole solution is greater than the sum of its parts. Examples are given of how synergy can be found in teams, relationships, and bringing together divergent ideas. A 4-step process is outlined for arriving at synergy which includes defining the problem, understanding all perspectives, brainstorming ideas, and finding the best solution. The importance of complementarity, prototyping ideas, and considering countertypes is discussed for developing 3rd alternatives.
The document discusses the concepts of the flywheel and the doom loop. The flywheel represents a gradual buildup of momentum through consistent small improvements over time, while the doom loop involves frequently changing programs without lasting results. Good companies follow the flywheel approach, focusing on continued delivery and underpromising but overdelivering, while those in the doom loop lack process and fail to achieve breakthroughs.
Cold calling involves directly contacting potential employers to inquire about job opportunities. It is an important method for job seekers to create a network and find openings that may not be publicly advertised. The document provides tips for making cold calls, including feeling confident and giving a positive impression, as well as examples of scripts to use when initially calling employers or asking to speak to hiring managers. Cold calling saves time and money compared to more passive job searching methods.
The document outlines six key elements of transforming a good company into a great one. It discusses (1) the importance of level 5 leadership, which is modest and driven to produce sustained results. (2) Putting the right people in place before deciding on goals or strategy. (3) Confronting the brutal facts of reality while maintaining faith. (4) Developing a simple "hedgehog concept" and sticking to it. (5) Creating a culture of discipline with consistent systems but also freedom. (6) Using technology to accelerate momentum once it fits the strategy, not to create it.
This document outlines the six key elements that Jim Collins identified as being common among companies that went from good to great:
1. Level 5 Leadership - Leaders who are modest, driven, and focus on the success of the company over their own ego.
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.
5. A Culture of Discipline - Maintaining
The document discusses the teachings of the Stoic philosopher Epictetus. It promotes living virtuously and focusing on inner peace rather than external things like wealth, which are out of one's control. Some key teachings are mastering desires, performing duties, thinking clearly, accepting what cannot be changed, and finding freedom through understanding natural limits. Overall it advocates living in harmony with nature to achieve serenity and freedom.
James C. "Jim" Collins, III (born 1958, Boulder, Colorado) is an American business consultant, author, and lecturer on the subject of company sustainability and growth.
Jim Collins frequently contributes to Harvard Business Review, Business Week, Fortune and other magazines, journals, etc.
Jim Collins' book Good to Great has been around awhile, but the principles are still valid. When someone speaks about "changing the system," this is the first step along that path.
The document summarizes key concepts from the book "Good to Great" by Jim Collins. It discusses that great companies have Level 5 leaders who are humble yet driven. They focus on getting the right people first before deciding on strategy. Companies need to confront brutal facts and develop a "Hedgehog Concept" focusing on what they can be best at. A culture of discipline is needed to adhere to the company's strategic framework. Technology should accelerate existing strategies, not dictate them. Transformation occurs through a "flywheel effect" of consistent, small actions aligned with the company's core concepts.
The document summarizes key findings from research into organizations that achieved enduring greatness. It identifies six core elements common to these organizations: 1) Level 5 leadership, 2) First getting the right people on the team before deciding on strategy, 3) Confronting brutal facts, 4) Having a simple "Hedgehog concept", 5) A culture of discipline, and 6) Using technology to accelerate momentum, not create it. Each element is then described in more detail.
Good to Great _book -how good companies made itJulioApaez
book review about how not so good companies made extraordinary changes led by people within their organizations that were otherwise keeping a low profile and created a significant impact on
The document outlines six key elements of transforming a good company into a great one based on Jim Collins' research.
1) Level 5 leadership - Leaders who are modest, driven, and focus on the success of the company over their own ego.
2) First who, then what - Leaders focus first on getting the right people in key roles before defining strategies.
3) Confronting brutal facts - Leaders acknowledge problems openly and create a culture where truth and difficulties are faced.
4) The hedgehog concept - Companies focus on a simple, consistent strategy rather than many changing strategies.
5) A culture of discipline - Companies create a culture of diligence, intensity and freedom within a consistent system
Transforming From Good To Great Company By Ravinder TulsianiRavinder Tulsiani
The document summarizes six key elements that helped companies transition from good to great according to Jim Collins' research: [1] Level 5 leadership that is modest and driven to produce sustained results, [2] Getting the right people on the team before deciding on goals, [3] Confronting the brutal facts of reality while maintaining faith, [4] Having a simple "Hedgehog Concept", [5] A culture of discipline that balances freedom and adherence to systems, and [6] Using technology to accelerate existing strategies, not create new ones.
This document summarizes key points from the book "Good to Great" by Jim Collins about what differentiates companies that go from good to great. It discusses that great companies have Level 5 Leaders who are modest and driven. They also focus first on getting the right people on the team before deciding on strategies. Additionally, they confront the brutal facts of reality and develop a simple "Hedgehog Concept". Finally, great companies create a culture of discipline and use technology to accelerate existing momentum, not create it.
The document outlines six key elements of transforming a good company into a great one: 1) Level 5 leadership of modest leaders driven to produce sustained results, 2) Getting the right people on the team before deciding on vision/strategy, 3) Confronting brutal facts with faith in prevailing, 4) Having a simple "Hedgehog Concept" and sticking to it, 5) A culture of disciplined thought and action within a consistent system, and 6) Using technology to accelerate momentum once it fits the strategy, not as the initial driver of change.
The document discusses the key principles and practices used by leaders of companies that transitioned from good to great, including developing a level 5 leadership mindset, getting the right people on the team, confronting brutal facts, establishing a clear hedgehog concept focused on passion, excellence and economic drivers, building a culture of discipline, using technology strategically as an accelerator, and driving transformation through a process like pushing a heavy flywheel to build momentum over time rather than expecting single defining actions or events.
The document summarizes key concepts from Jim Collins' book "Good to Great" about what distinguishes companies that make the leap from good to great. It discusses the importance of level 5 leadership, getting the right people on the bus before deciding where to go, confronting brutal facts, developing a "hedgehog concept", establishing a culture of discipline, using technology to accelerate momentum, and building a flywheel effect for sustainable success. The overall message is that transitioning from good to great requires consistent disciplined effort by the right people over the long term.
This document discusses concepts from the book "Good to Great" including:
1. Great companies focus on stopping poor practices, not just starting good ones.
2. Level 5 leadership involves humility, will, and setting companies up for success beyond their tenure.
3. Companies must confront "brutal facts" to make good decisions and avoid bad outcomes.
4. The "Hedgehog Concept" is understanding what a company can be best at based on passion and economic factors.
5. Building momentum slowly over time through consistent efforts like a "flywheel" leads to great results, while quick changes disrupt progress.
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
and Coca Cola are nowhere to be found).
The real surprise of Good to Great isn’t so much what good companies do to propel themselves to greatness — it’s why more companies haven’t done the same things more often.
The document summarizes key concepts from the book "Good to Great" by Jim Collins. It discusses that great companies focus on having the right "Level 5 Leadership" that is both humble and driven. They also focus on getting the right "First Who" by ensuring they have the right people before deciding on strategies. Companies need to "Confront the Brutal Facts" by facing reality while maintaining faith. They develop a simple "Hedgehog Concept" of what they are passionate about and best at to drive their business.
This document discusses key concepts from the book "Good to Great" about transforming an average company into an outstanding one. It covers Level 5 Leadership, focusing first on the right people before decisions. Companies must also confront brutal facts, develop a Hedgehog Concept of what they are passionate about and best at, and create a Culture of Discipline. Technology is used as an accelerator, not the driver. Successful transformations are like pushing a heavy flywheel that builds momentum over time through consistent effort, rather than one defining action.
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.
The document summarizes key concepts from the book "Good to Great" by Jim Collins. It discusses the level 5 leadership exhibited by leaders of companies that transitioned from good to great. These leaders demonstrated humility and a fierce resolve to succeed. It also outlines the three stages of disciplined people, thought and action that good to great companies progressed through, focusing first on the right people, confronting brutal facts, developing a hedgehog concept of what they could be best at, and creating a culture of discipline. Technology was used as an accelerator, not the driver of success.
Teachers are seen as leaders in their schools and play an important role in student achievement and school culture. However, many school districts struggle to attract and retain qualified candidates for leadership positions. The document discusses concepts from leadership literature like confronting "brutal facts", having the right people in key positions, developing a culture of discipline, and viewing technology as an accelerator rather than a driver of success. It encourages teachers to see themselves as leaders and analyze how their school compares to highly successful organizations to help move from being good to great.
This document discusses the role of change agents and leadership. It describes change agents as people who act as catalysts to manage change. It lists the skills required for change agents, such as being able to sense the business environment and maximize information flow. It then discusses the concepts of Level 5 Leadership from the book "Good to Great", where Level 5 leaders channel their ego away from themselves and into building a great company. The rest of the document outlines the key concepts from "Good to Great" that led to breakthrough results, including getting the right people first, confronting brutal facts, having a hedgehog concept, creating a culture of discipline, using technology accelerators, and pushing the flywheel of success through consistent efforts over time.
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11. RESEARcH FINDINGS
Larger-than-life, celebrity leaders who ride in from the outside are negatively
correlated with taking a company from good to great
The structure of executive compensation is not a key driver in corporate
performance
Strategy per se did not separate the good-to-great companies from the
comparison companies
Good-to-great companies paid attention to what not to do and what to stop
doing
Technology can accelerate a transformation, but it cannot cause a
transformation
M&A plays virtually no role in igniting a transformation from good to great
Good-to-great companies paid scant attend to managing change, motivating
people, or creating alignment
Good-to-great companies had no name, tag line, launch event, or program to
signify their transformations
Good-to-great companies were not, by and large, in great industries, and
some were in terrible industries
12. Flywheel
Level 5
Leadership
First Who…
Then What
Confront the
Brutal Facts
Hedgehog
Concept
Culture of
Discipline
Technology
Accelerators
Disciplined People Disciplined Thought Disciplined Action
Buildup
Breakthrough
Level 5
Leadership
Good To Great
14. LeveL-5 executive
Very humble on a personal level
Possesses a great deal of drive and desire to succeed, where
“success” is not personal
AVOID : Ego and Credit
Level 5 leaders look outside the window to accredit
Thank others and luck
Level 5 leaders infected with an incurable need to produce
sustainable results
Rather talk about the company than themselves
Level 5 leaders set up successors for success
15. the window & the mirror
effect
Level 5 leaders look out
the window to apportion
credit to factors outside
themselves when things
go well
At the same time, they
look in the mirror to
apportion responsibility,
never blaming bad luck
when things go poorly
Everyone outside the
window points inside
directly at Level 5 leader
saying “He was the Key;
without his guidance and
leadership, we would not
have become a great
company”
Level 5 leader points right
back out the window and
says “Look at all the great
people and good fortune
that made this possible; I am
a lucky guy”
16. Flywheel
Level 5
Leadership
First Who…
Then What
Confront the
Brutal Facts
Hedgehog
Concept
Culture of
Discipline
Technology
Accelerators
Disciplined People Disciplined Thought Disciplined Action
Buildup
Breakthrough
First Who…
Then What
Good To Great
17. f i r S t w h o … t h e n w h A t
First who, then what
“…the ‘who’ questions come before the ‘what’
questions – before vision, before strategy,
before tactics, before organizational structure,
before technology”
Ensured the right people “on the bus”
before anything else, get the wrong
people off the bus, then figure out
where to drive It.
G2G companies don’t depend on the brilliance of
any one person ;a “lone genius”
The research indicated that compensation did not
correlate at all with the “good to great” process.
No particular compensation scheme appeared to
be advantageous
18. If you have the wrong people,
doesn’t matter whether you
have the right direction
why do it thiS
wAy?
If you have the right people on the
bus, problem of motivation and
people managing are diminished
19. LeAderS were rigorouS, not
ruthLeSS in peopLe
deciSionS
There are three steps on how the companies can be rigorous:
• Don’t hire someone unless you’re 100% sure that they’re
the right person. It’s better to wait and get someone that
you know is a good fit
• Once you realize you need to fire someone, don’t put it
off. Do it quickly and fairly
• Put the best people on the biggest opportunity not the
problems
LeSSon LeArnt
• People are NOT your most important asset. …..The
RIGHT people are
20. Flywheel
Level 5
Leadership
First Who…
Then What
Confront the
Brutal Facts
Hedgehog
Concept
Culture of
Discipline
Technology
Accelerators
Disciplined People Disciplined Thought Disciplined Action
Buildup
Breakthrough
Confront the
Brutal Facts
Good To Great
21. All good-to-great companies began the
process, finding a path to greatness by
confronting the brutal facts of their
current reality
22. confront the BrutAL fAct
(YET NEVER LOSE FAITH)
Must create a culture wherein
people have an opportunity to
hear the truth
Having lofty goals can be good, but you can
never lose sight of what the reality is on
the ground
23. StockdALe pArAdox
AND at the same time confront
the most brutal facts of your
current reality, whatever they
might be with discipline
Retain absolute faith that
“you can” and “will prevail”
in the end
24. Let the truth Be
heArd
4 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
25. Flywheel
Level 5
Leadership
First Who…
Then What
Confront the
Brutal Facts
Hedgehog
Concept
Culture of
Discipline
Technology
Accelerators
Disciplined People Disciplined Thought Disciplined Action
Buildup
Breakthrough
Hedgehog
Concept
Good To Great
26. THE HEDGEHOG CONCEPT
An ancient Greek parable:
• The fox knows many things
• The hedgehog knows one big thing
and stick to it
Foxes pursue many ends at the same time and see all the
world in its complexity
• Scattered
• Diffused
• Moving on many levels
• Never integrating their thinking into an overall concept
or unifying vision
Hedgehogs simplify a complex world into a single
organizing idea, a basic principle or concept that unifies
and guides everything
• Simplifies a concept
• Reduces all challenges to simple ideas
27. 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
28. THE HEDGEHOG CONCEPT
The Hedgehog concept is not a goal or strategy to be the best at
something, it is an understanding of what you can be the best at
Hedgehogs simplify the world into a basic principle, see what’s
essential, and ignore the rest
It took an average of four years for the G2G companies to get a
Hedgehog Concept
29. Hedgehog Concept
What you are deeply
passionate about
What you can
be the best in
the world at
What drives
your
economic
engine
Simplicity within
the three circles
One
Big
Thing
31. The Council is usually consists of five to twelve people , to discuss and
gain insights into the organization
It should meet regularly, not a one-time group
Council member come from a range of perspectives but each member
has deep knowledge about some aspect of the organization and/or
the environment in which it operates
The Council exists to help the chief executive
CHaraCTErisTiCs Of THE COuNCil
32. Flywheel
Level 5
Leadership
First Who…
Then What
Confront the
Brutal Facts
Hedgehog
Concept
Culture of
Discipline
Technology
Accelerators
Disciplined People Disciplined Thought Disciplined Action
Buildup
Breakthrough
Culture of
Discipline
Good To Great
33. 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
In a culture of discipline, people do not have
jobs “they have responsibilities”
a CulTurE Of DisCiPliNE
34. The Good To Great Matrix of Creative Discipline
Hierarchical
Organization
Start-up
Organization
Bureaucratic
Organization
Great
Organization
High
Culture of
Discipline
Low
Low HighEthic of
Entrepreneurship
35. The good-to-great companies
appear boring and pedestrian
looking in from the outside, but
upon closer inspection, they're
full of people who display
extreme diligence and a
stunning intensity
36. 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.
37. 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.
38. To create a culture of discipline, you must:
Build a culture around the idea of freedom and responsibility,
within a framework
Fill your culture with self-disciplined people who are willing
to go to extreme lengths to fulfill their responsibilities
Don’t confuse a culture of discipline with a dictatorial
disciplinarian
“Stop doing” lists are more important than “to do” lists
Anything that does not fit with our Hedgehog Concept, will
not do
39. Flywheel
Level 5
Leadership
First Who…
Then What
Confront the
Brutal Facts
Hedgehog
Concept
Culture of
Discipline
Technology
Accelerators
Disciplined People Disciplined Thought Disciplined Action
Buildup
Breakthrough
Technology
Accelerators
Good To Great
40. 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 for parity or ignore it
entirely.
41. The good-to-great companies used
technology as an accelerator of
momentum, not a creator of it. 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 how it
fit with their strategies.
42. Technology
AccelerATors
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 for parity or ignore it entirely
Technology by itself is never a root cause of either
greatness or decline
43. T e c h n o l o g y A c c e l e r A T o r s
The ideal approach to technology with the
following cycle:
"Pause -- Think -- Crawl -- Walk – Run”
Do not rush into a new technology revolution
before having an understanding that it can be
used to support your business.
44. Flywheel
Level 5
Leadership
First Who…
Then What
Confront the
Brutal Facts
Hedgehog
Concept
Culture of
Discipline
Technology
Accelerations
Disciplined People Disciplined Thought Disciplined Action
Buildup
Breakthrough
Flywheel
Good To Great
45. The Flywheel And The
doom loop
A flywheel is a heavy wheel that takes a lot of energy to
set in motion - to do so usually requires constant, steady
work, rather than a quick acceleration. Great companies’
transformations were like this as well
47. Conversely, the “doom loop” is the vicious circle that
unsuccessful companies fall into
First rushing in one direction, then another, in the hope of
creating a sudden, sharp break with the past that will
propel them to success
Some attempt to do this through acquisitions, others
through bringing in a new leader who decides to change
direction completely, in a direction incompatible with the
company
The results are never good
48. leTs mAke IT hAppen
ThAnk you
Prepared by
Snigdha Majumder
Head of the Department Lean Six Sigma
ITC Hotels Mumbai
Presented on : 24th Jan 2012
Editor's Notes
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Trade key will be next ...........