Difference Between Search & Browse Methods in Odoo 17
Good to Great
1. A Book Discussion
I am developing this as a possible
presentation at the MIT Sloan
Alumni Club of Boston. While it is
not complete it is comprehensive
enough to demonstrate my
presentation style.
Lindsey Anderson
2. Selection Process
1,435 Companies
Selected from the Fortune 500
1965 1970 1975 1980 1985 1990 1995
126 Companies
Selected into full CRSP data
pattern analysis
19 Companies
Selected into industry analysis
11 Companies
Good to
Great
1
2
3
4
3. Good to Great Companies
Company T Year+15 Beat the Market
Abbot 1974-1989 3.98
Curcuit City 1982-1997 18.5
Fannie Mae 1984-1999 7.56
Gillette 1980-1995 7.39
Kimberly-Clark 1972-1987 3.42
Kroger 1973-1988 4.17
Nucor 1975-1990 5.16
Phillip Morris 1964-1979 7.06
Pitney Bowes 1973-1988 7.16
Walgreens 1975-1990 7.34
Wells Fargo 1983-1998 3.99
4. Direct Comparisons
Good to Great Direct Comparisons
Abbot Upjoin
Curcuit City Silo
Fannie Mae Great Western
Gillette Warner-Lambert
Kimberly-Clark Scott Paper
Kroger A&P
Nucor Bethleham Steel
Phillip Morris R.J. Reynolds
Pitney Bowes Addressograph
Walgreens Eckard
Wells Fargo Bank of America
9. Level 5 Leadership
Level 5 Executive
Effective Leader
Competent Manager
Level 5
Level 3
Level 4
Level 2
Level 1
Organizes people and resources toward the effective
and efficient pursuit of predetermined objectives.
Contributing Team Member
Highly Capable Individual
Makes productive contributions through talent,
knowledge, skills, and good work habits.
Contributes individual capabilities to the achievements of group
objectives and works effectively with others in a group setting.
Catalyzes commitment to and pursuit of a clear and compelling
vision, stimulating higher performance standards.
Builds enduing greatness through a paradoxical
blend of personal humility and professional will.
Level 5
Leadership
11. Level 5 Leaders
Set up successors for success
In over 75% of Unsustained Comparison
Companies executives set up their successors
for failure or picked a weak successor
Insiders: 10 out of 11 Good to Great
CEOs came from within the company, 3
from family inheritance
High profile, shake-things-up outsiders
negatively correlated with Good to Great
Level 5
Leadership
12. Is Level 5 Learnable?
2 Kinds of people: those who have
the seed and those who don’t
Seed may develop under the right
circumstances—self reflection,
conscious personal development, a
mentor, a great teacher, loving
parents, level 5 boss, personal crisis
Level 5
Leadership
13. Why aren’t there more
level 5 leaders?
There are plenty of
Level 5 leaders,
but Board of
Directors have a
tendency to select
dazzling, celebrity
leaders rather than
Level 5
Level 5
Leadership
14. Symbiotic Relationship
Level 5 traits enable you to
implement the other findings, while
practicing the other traits helps you
become a Level 5 leader
We’ve talked about what Level 5
leaders are, the rest of the talk will
be on what they do
Level 5
Leadership
17. Advantages of a Strong
Executive Team
Continuity and Longevity
Agility
Through debate and passion come
up with the best vision of the
company—many heads better than
one
Debate then Unify
First Who…
Then What
18. The Right People
People aren’t your most important
asset, the right people are
Self motivated—don’t need to be
tightly managed or fired up
Will do the right things and deliver
the best results regardless of the
incentive system
Negative correlation: Good to Great
executives got slightly less compensation than
their mediocre counterparts First Who…
Then What
19. Rigor
Tremendous rigor needed in people
decisions to take a company from
good to great
Greater weight on character
attributes than on a specific
educational background, practical
skills, work experience
First Who…
Then What
20. Rigorous, not Ruthless
Best people don’t need to worry
about their jobs and can concentrate
on their work
6 out of 11 Good to Great had no
layoffs and 4 just had 1
Comparison companies used layoffs 5
times more frequently than Good to
Great companies
Lead a Great Life
First Who…
Then What
21. How to be Rigorous
When in doubt, don’t hire—keep
looking
Act when you know you need to
make a change
Unfair to everyone to let the wrong
people hang around
Off the Bus or move to another
seat?
First Who…
Then What
22. Focus on Opportunities
Put your best people on your biggest
opportunities, not your biggest
problems
Managing your problems can only
make you good, building your
opportunities can make you great
When you decide to sell off your
problems don’t sell of your best
people
First Who…
Then What
24. Don‘t De-Motivate
Expending energy on motivating
people is largely a waste of time
The key is not to de-motivate people
Nothing more demoralizing than
ignoring the brutal facts of reality
Confront the
Brutal Facts
25. Don‘t De-Motivate
“There is no worse
mistake in Public
Leadership than to
hold out false hopes
soon to be swept way”
Winston S. Churchill
Confront the
Brutal Facts
26. Creating a culture where
the truth can be heard
Lead with Questions not Answers
Understanding and not manipulation or put downs
Engage in dialog and debate—not coercion
Search for the best answers
Conduct Autopsies without Blame
“I will take responsibility for this bad decision. But we
will all take responsibility for extracting the maximum
learning from the tuition we’ve paid” Joe Cullman,
Phillip Morris
Build a red flag mechanisms that turn
information into information that can’t be
ignored
Confront the
Brutal Facts
27. Level 5 Leadership
The strength of a leader’s personality doesn’t
deter people from bringing him or her the brutal
facts
Leadership isn’t just vision, it’s getting people to
confront the brutal facts and act on the
implications
Confront the
Brutal Facts
28. Stockdale Paradox
Retain faith
that you will
prevail in the
end, regardless
of the difficulty
Confront the
most brutal facts
of your current
reality, whatever
they may be
AND at
the same
time
29. Hardiness
By hitting the realities of their
situation head-on Good-to-Great
emerged from adversity even
stronger
Confront the
Brutal Facts
31. UnconsciousNatural Selection Relativity
Hedgehog Concept
Simply a complex world into a single organizing
idea
Essence of profound insight is simplicity E=MC2
Good to Great took a simple concept and
implemented it with fanatical consistency
32. The Three Circles
What are you deeply
Passionate About
What
you can
be the Best
in the World
at
What
drives your
Economic
Engine
Hedgehog
Concept
33. Being the Best
Not a goal to be the best
Not a strategy to be the best
Not an intention to be the best
Not a plan to be the best
Understanding of what you can be the
best at
Just because you have been doing
something for years your core business
does not necessaryily mean you can be
the best at it
Curse of competency “Just because your
good at it--just because we’re making
34. A Culture of Discipline
Technology
Accelerators
Culture of
Discipline
Hedgehog
Concept
Confront the
Brutal Facts
First Who…
Then What
Level 5
Leadership
Disciplined People Disciplined Thought Disciplined Action
35. Matrix of Creative Discipline
Heirarchical
Organization
Great
Organization
Bureaucratic
Organization
Start-up
Organization
High
High
Low
Low Ethic of
Entrepreneurship
Culture of
Discipline
Culture of
Discipline
