This is a quick review of the concepts in Jim
Collins' book Good to Great. In particular, we look at the hedgehog, the flywheel, and leadership as defined by companies that went from good to great.
5 Ways to Build a Better Leadership Development Program - Webinar 10.09.14BizLibrary
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In this webinar we'll discuss best practices from companies that have successfully met the challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
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5 Ways to Build a Better Leadership Development Program - Webinar 10.09.14BizLibrary
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In this webinar we'll discuss best practices from companies that have successfully met the challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
www.bizlibrary.com/webinars
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.
Execution - The Discipline of getting things done GMR Group
Â
This book was published in the year 2002 and I had read this book at that time. Revisited and read this book again just to evaluate the context. Even today the context of this book is very relevant.
Too many leaders fool themselves into thinking their companies are well run. They are like the parents in Garrison Keillor’s fictional Lake Wobegon, all of whom think their children are above average. Then the top performers at Lake Wobegon High school arrive at the University of Minnesota or Colgate or Princeton and find out they are average or even below average. Similarly , when corporate leaders start understanding how the GE’s and Emerson Electrics of this world are run- how superbly they get things done- they discover how far they have to go before they become World class in Execution.
Here is the fundamental problem: People think of execution as the tactical side of business, something leaders delegate while thy focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He can delegate its substance.
We talk to many leaders who fall victim to the gap between promises they’ve made and results their organizations delivered. They frequently tell us they have a problem with accountability—people aren’t doing the things they’re supposed to do to implement a plan. They desperately want to make changes of some kind, but what do they need to change? They don’t know.
Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage.
Read this Summary ……
“Can a good company become a great company, and, if so, how?” As managers of non-profit programs, we don’t have formal training in the skills of management. Come with us on a journey to see how the principles outlined in the book, “Good to Great” can help you achieve your objectives.
Manage your multi-domain data of any type and any size by developing a custom Master Data Management platform using the Pimcore capabilities.
Read More: https://www.credencys.com/blog/pimcore-master-data-management/
Best-selling authors, TED Talk stars and strengths-based leaders Tom Rath and Marcus Buckingham have brought the strengths-based message to business that researchers have known for years: investing in strengths, understanding others’ needs and surrounding yourself with the right people (those who want to maximize their best skills, AKA strengths) are essential keys to leadership effectiveness.
Attend this workshop if you want to:
• Identify and understand your strengths to be most effective at work and home;
• Build strong and diverse teams; and
• Lead to your full potential.
Your ROI?
• Leverage your natural talents;
• Align your strengths with the right projects; and
• Get results that positively affect work culture, innovation and productivity, and ultimately the bottom line.
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.
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.
A presentation given on how to move your company/department from good to great. Borrows heavily from the theory of Jim Collins.
If you're looking for great tools to implement Good to Great in your organisation take a look at - http://fiverr.com/expatpat/show-you-great-tools-to-run-your-startup-or-sme
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.
Execution - The Discipline of getting things done GMR Group
Â
This book was published in the year 2002 and I had read this book at that time. Revisited and read this book again just to evaluate the context. Even today the context of this book is very relevant.
Too many leaders fool themselves into thinking their companies are well run. They are like the parents in Garrison Keillor’s fictional Lake Wobegon, all of whom think their children are above average. Then the top performers at Lake Wobegon High school arrive at the University of Minnesota or Colgate or Princeton and find out they are average or even below average. Similarly , when corporate leaders start understanding how the GE’s and Emerson Electrics of this world are run- how superbly they get things done- they discover how far they have to go before they become World class in Execution.
Here is the fundamental problem: People think of execution as the tactical side of business, something leaders delegate while thy focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He can delegate its substance.
We talk to many leaders who fall victim to the gap between promises they’ve made and results their organizations delivered. They frequently tell us they have a problem with accountability—people aren’t doing the things they’re supposed to do to implement a plan. They desperately want to make changes of some kind, but what do they need to change? They don’t know.
Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage.
Read this Summary ……
“Can a good company become a great company, and, if so, how?” As managers of non-profit programs, we don’t have formal training in the skills of management. Come with us on a journey to see how the principles outlined in the book, “Good to Great” can help you achieve your objectives.
Manage your multi-domain data of any type and any size by developing a custom Master Data Management platform using the Pimcore capabilities.
Read More: https://www.credencys.com/blog/pimcore-master-data-management/
Best-selling authors, TED Talk stars and strengths-based leaders Tom Rath and Marcus Buckingham have brought the strengths-based message to business that researchers have known for years: investing in strengths, understanding others’ needs and surrounding yourself with the right people (those who want to maximize their best skills, AKA strengths) are essential keys to leadership effectiveness.
Attend this workshop if you want to:
• Identify and understand your strengths to be most effective at work and home;
• Build strong and diverse teams; and
• Lead to your full potential.
Your ROI?
• Leverage your natural talents;
• Align your strengths with the right projects; and
• Get results that positively affect work culture, innovation and productivity, and ultimately the bottom line.
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.
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.
A presentation given on how to move your company/department from good to great. Borrows heavily from the theory of Jim Collins.
If you're looking for great tools to implement Good to Great in your organisation take a look at - http://fiverr.com/expatpat/show-you-great-tools-to-run-your-startup-or-sme
From Good to Great – Tips for Becoming a Great Data AnalystAndy Kriebel
Â
Data is everywhere. But unless you have the skills to make sense of the data, then it’s merely a pile of numbers that take up space on your hard drive. To truly become great with data takes commitment, focus, passion, and specialized set of skills. In this presentation, Andy Kriebel provided tips that helped him learn about data visualisation, how he applied that to his work and life, and how you can get to the next level. Andy talked about how this passion led to the creation of the first “Data School” for learning Tableau and Alteryx, what they’re doing at the Data School, how these people will become the next generation of great data analysts, and what you can learn from their experience.
#AdrenalinSessions: Design skills you need to get ahead in 2017Jenni Hayward
Â
The first #AdrenalinSessions was held on 30th November in Sydney. Speakers from Adobe, LinkedIn and General Assembly shared tips and advice for designers looking to remain relevant in the coming year. Here is a summary of the key themes and insights from the event.
Inspired by Patrick Lencioni's most recent book, The Ideal Team Player, in which he boils down all sorts of characteristics into three main virtues. These virtues are Humble, Hungry, and Smart. This SlideShare offers notes on what each of those mean and the dangers to a team when team members have an imbalance of those virtues. Of course, these are just notes – for the real deal, grab the book.
By applying the fundamental principles of self mastery, any person can take control of their life and harness the forces that shape destiny. http://bit.ly/u3YJbm
This presentation was part of a workshop held at Arvetica. It is a general introduction to strategic thinking for those unfamiliar with the field and guides through the schools of strategic thinking, gives a better understanding of dateless strategy icons and management gurus of our time. Learn how their ideas apply to your business setting and your daily work in order to improve your strategic performance.
Brad Weller Biographical Journey of Global Leadership and Business Transformation Model with Career Arch in an industrial manufacturing and packaging environment, Asia, Europe and North America
For four straight years, the Michigan Manufacturers Association (MMA) and Baker Strategy Group (BSG) have partnered to conduct the annual Michigan Manufacturers Outlook Survey. This instrument has become a valuable tool for measuring year-over-year trends in the manufacturing industry and to gauge the collective outlook for manufacturers in Michigan.
A Dupont company--Pioneer Hi-Bred--sought to fill a Senior Marketing Analyst position. This presentation is was my attempt at angling for a contract position. It didn\'t work, but I still like the approach--the hiring manager certainly noticed it.
The contact center can be a strategic center of the organization. in 2005 David Baker of Baker Strategy Group presented to the Motown chapter of the Help Desk Institue in Detroit to explore customer lifetime value and metrics applicabe to contact centers.
Back in 2001, Baker Strategy Group analyzed the market demand for MBAs in China in preparation for a discussion with Oakland University. Our conclusion was that demand for MBA was high and would continue to grow in the coming years.
Putting the SPARK into Virtual Training.pptxCynthia Clay
Â
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Memorandum Of Association Constitution of Company.pptseri bangash
Â
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
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Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
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This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
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This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
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1. Good to Great
A leader, a hedgehog and a flywheel
Book Review
MAKE IT HAPPEN
BAKER
Ann Arbor, MI STRATEGY GROUP
February 20, 2003
2. Good to Great
Book Summary
A leader, a hedgehog and a flywheel
Our Discussion Today
Introduction – a summary of the book and the process of analysis
1
2 Key Ideas – a look at three ideas we find intriguing
BAKER
STRATEGY GROUP
Page 1
February 20, 2003
3. Good to Great
Book Summary
1] Introduction A leader, a hedgehog and a flywheel
Main Premise
The main premise of Good to Great is that any company can become a “great” company
by systematically implementing key principles outlined in the book
“Our five-year quest yielded many insights, a number
of them surprising and quite contrary to conventional
wisdom, but one giant conclusion stands above the
others: We believe that almost any organization can
substantially improve its stature and performance,
perhaps even become great, if it conscientiously
applies the framework of ideas we’ve uncovered.”
- Jim Collins, Good to Great
BAKER
STRATEGY GROUP
Page 2
February 20, 2003
4. Good to Great
Book Summary
1] Introduction A leader, a hedgehog and a flywheel
Framework
Collins’ “framework of ideas” for steering a company from good to great involves six key
learnings wrapped in a continual process he calls the “flywheel”
We will focus on three:
- Level 5 Leadership
- Hedgehog Concept
- Flywheel
BAKER
STRATEGY GROUP
Page 3
February 20, 2003
5. Good to Great
Book Summary
1] Introduction A leader, a hedgehog and a flywheel
Why Care
Being familiar with the basic concepts at best allows you to incorporate concepts into
program discussions and at worst make you more informed about a popular book
Could be a good discussion point with a client
Reference to the book may be made in a meeting
Why should
I care?
It’s fun to see what business books out there are popular
The concepts may have implications for your strategy
BAKER
STRATEGY GROUP
Page 4
February 20, 2003
6. Good to Great
Book Summary
1] Introduction A leader, a hedgehog and a flywheel
How Good-to-Great Companies were Selected
The good-to-great companies were selected through a careful evaluation process that
began with 1,435 companies taken from Fortune 500 lists since it began in 1965
Screening Process for Selecting Good-to-Great Companies
Cut1
1,435 companies
Selected from the Fortune 500, 1965 - 1995
Main Test
Cut 2
126 companies
Selected into full CRSP data
pattern analysis 11 Elimination
Criteria
Cut 3
19 companies
Selected into industry analysis
Industry
Comparisons
Cut 4
11 companies
Selected into
good-to-great
set
BAKER
STRATEGY GROUP
Page 5
February 20, 2003
7. Good to Great
Book Summary
1] Introduction A leader, a hedgehog and a flywheel
Cut Criteria
The good-to-great companies were selected through a careful evaluation process that
began with 1,435 companies taken from Fortune 500 lists since it began in 1965
Main Test 11 Elimination Criteria
Cut 2 Cut 3
Compound annual return 1.Continual upward trend
is 1.3 times that of Fortune
2.Flat gradual rise
Industrial and Service
listings 3.Insufficient “good” period
4.Transition was from “terrible”
5.Transition was after 1985
6.Unsustained transition
7.Volatile returns patterns
8.Incomplete research data
9.Evidence of already being great
10.Acquired or merged
11.Short of 3 times the market
BAKER
STRATEGY GROUP
Page 6
February 20, 2003
8. Good to Great
Book Summary
1] Introduction A leader, a hedgehog and a flywheel
Good-to-Great Companies
The 11 good-to-great companies had to have 15 years of “good” results, followed by 15
years of “great” results, which translates into a return at lease 3 times the market
Good to Great Cases
NYSE Results from Transition point to 15 T Year to
Company
Ticker Years beyond Transition Point T year + 15
Abbott 3.98 times the market 1974 -1989
ABT
Circuit City 18.50 times the market 1982 -1997
CC
Fannie Mae 7.56 times the market 1984 -1999
FNM
Gillette 7.39 times the market 1980 -1995
G
Kimberly-Clark 3.42 times the market 1972 -1987
KMB
Kroger 4.17 times the market 1973 -1988
KR
Nucor 5.16 times the market 1975 -1990
NUE
Philip Morris 7.06 times the market 1964 -1979
Pitney Bowes 7.16 times the market 1973 -1988
PBI
Walgreens 7.34 times the market 1975 -1990
WAG
Wells Fargo 3.99 times the market 1983 -1998
WAG
BAKER
STRATEGY GROUP
Page 7
February 20, 2003
9. Good to Great
Book Summary
1] Introduction A leader, a hedgehog and a flywheel
Great Companies vs. Good Companies
Each of the good-to-great companies showed a clear transition point, after which they
showed steady growth that outpaced the market and their industry
BAKER
STRATEGY GROUP
Page 8
February 20, 2003
10. Good to Great
Book Summary
1] Introduction A leader, a hedgehog and a flywheel
Gillette Example
Gillette, for example, had at least 15 years before 1980 of “good” performance, with
“great” performance in the 80’s and early 90’s after the Transition Point in 1980
BAKER
STRATEGY GROUP
Page 9
February 20, 2003
11. Good to Great
Book Summary
1] Introduction A leader, a hedgehog and a flywheel
Gillette Example
Looking at Gillette since 1995, however, it is not easy to conclude that they are a “great”
company today, since they have underperformed the market these past 7 years
BAKER
STRATEGY GROUP
Page 10
February 20, 2003
12. Good to Great
Book Summary
1] Introduction A leader, a hedgehog and a flywheel
Dogs that Didn’t Bite
There were a number of things that Collins and his team expected to find, but it turned
out that the data proved their instincts wrong
• 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.
BAKER
STRATEGY GROUP
Page 11
February 20, 2003
13. Good to Great
Book Summary
12] Key Ideas A leader, a hedgehog and a flywheel
Level 5 Leadership
Everything start with a qualified, Level 5 leader; one who’s ambition is first and foremost
for the institution, not himself or herself
Leader
The
Leader
The
Hedgehog
The
Flywheel
BAKER
STRATEGY GROUP
Page 12
February 20, 2003
14. Good to Great
Book Summary
12] Key Ideas A leader, a hedgehog and a flywheel
Yin and Yang
Level 5 leaders demonstrate two remarkable qualities: a humble and generally selfless
manner, and a steely resolute fixation on quality results.
Leader
The
Leader
The
Hedgehog
The
Flywheel
BAKER
STRATEGY GROUP
Page 13
February 20, 2003
15. Good to Great
Book Summary
12] Key Ideas A leader, a hedgehog and a flywheel
Fox vs. Hedgehog
The Hedgehog Concept, drawn from the Isaiah Berlin essay, is that great companies tend
to think of their strategy and corporate vision in clear and simple terms
Fox Foxes pursue many ends at the same time and
see all the world in its complexity
Hedgehog
The • Scattered
Leader
• Diffused
• Moving on many levels
The
• Never integrating their thinking into an
Hedgehog
overall concept or unifying vision
The
Flywheel
Hedgehog Hedgehogs simply 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
BAKER
STRATEGY GROUP
Page 14
February 20, 2003
16. Good to Great
Book Summary
12] Key Ideas A leader, a hedgehog and a flywheel
Hedgehog Concept
Level 5 leaders used the Hedgehog Concept to create an organization that is clear in its
purpose and focused on delivering results
Hedgehog
“Those who built the good-to-great companies were, to one degree or another,
The
hedgehogs. They used their hedgehog nature to drive toward what we came to
Leader
call a Hedgehog Concept for their companies. Those who led the comparison
The
Hedgehog
companies tended to be foxes, never gaining the clarifying advantage of a
The
Hedgehog Concept, being instead scattered, diffused, and inconsistent.
Flywheel
- Jim Collins, Good to Great
BAKER
STRATEGY GROUP
Page 15
February 20, 2003
17. Good to Great
Book Summary
12] Key Ideas A leader, a hedgehog and a flywheel
Three Elements of the Hedgehog Concept
The three main questions in the Hedgehog Concept involve tapping your passion,
determining if you can be the best, and understanding your economic engine.
Notes
The Hedgehog Concept
Good-to-great
1
companies focused on
Hedgehog
1
those activities that
The
What are You Deeply ignited their passion.
Leader
Passionate About
2
The This is beyond core
Hedgehog
competence. Just
because you have a
The
competence does not
Flywheel
mean that you can be
the best
3
2
3 All good-to-great
What Drives Your companies have piercing
What You can Be
Economic Engine insight into the single
the Best in the
denominator – profit per
World At
x – that had the greatest
impact on their
economies.
BAKER
STRATEGY GROUP
Page 16
February 20, 2003
18. Good to Great
Book Summary
12] Key Ideas A leader, a hedgehog and a flywheel
Flywheel
The Flywheel concept emphasizes the fact hate the transformation of good-to-great
companies was not a sudden event, but rather a steady, ongoing process
Flywheel
“No matter how dramatic the end result, the good-to-great transformations never
The happened in one fell swoop. The was no single defining action, no grand
Leader
program, no one killer innovation, no solitary lucky break, no wrenching
The
revolution. Good to great comes about by a cumulative process – step by step,
Hedgehog
action by action, decision by decision, turn by turn of the flywheel – that adds up
The
Flywheel
to sustained and spectacular results.”
- Jim Collins, Good to Great
BAKER
STRATEGY GROUP
Page 17
February 20, 2003
19. Good to Great
Book Summary
A leader, a hedgehog and a flywheel
Takeaways
The Flywheel concept emphasizes the process, but, as we know, companies still need to
know the “what” in order to effectively direct the companies resources
Implications for Implications for
Your Company Your Clients
• Encourage Level 5
• Could combine Level 5
leadership in clients on
The leadership learnings
projects, especially as it
Leader with internal staff
pertains to focusing on
feedback
how to improve, rather
than who to blame
• Could apply something • Be clear about the
similar to the Hedgehog economic engine when
The Concept of simplicity determining Customer
Hedgehog when thinking of how to Behaviors in the model
compete in the • Measure aspects of what
marketplace they could be best at
• Continued efforts to • Encourage year-to-year,
build the your business ongoing dedication to
The step-by-step high-Impact areas to see
Flywheel “breakthrough” results
over time
BAKER
STRATEGY GROUP
Page 18
February 20, 2003
20. Good to Great
Book Summary
A leader, a hedgehog and a flywheel
Final Thought
The Flywheel concept emphasizes the process, but, as we know, companies still need to
know the “what” in order to effectively direct the companies resources
“After completing the research, I am convinced that many organizations can
make the journey from good to great if they apply the lessons in this book. The
problem is not the statistical odds; the problem is that people are squandering
their time and resources on the wrong things.”
- Jim Collins, Good to Great
BAKER
STRATEGY GROUP
Page 19
February 20, 2003
21. Helping Organizations Excel through Effective Customer Strategy
MAKE IT HAPPEN
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