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.

3. Author: Jim Collins Research was done into how certain Organisations managed, through timeless principles to produce sustainable results and achieve enduring greatness

4. Started with 1435 Organisations Ended up with 11

5. 6 Key Elements of a Good to Great Organisation

6. 1 Element 1 Level 5 Leadership

7. Level 5 - Good to Great Leader Level 4 - Effective Leader Level 3 - Competent Manager Level 2 - Contributing Team Member Level 1 - Highly Capable Individual

8. Key Points Every Good to Great Organisation had a Level 5 leader during the pivotal transition Years.

9. Level 5 Leaders set up their successors for even greater success. Egocentric Level 4 leaders set their successors up for failure

10. Level 5 leaders are fanatically driven, infected with an incurable need to produce sustainable results. They are resolved to do whatever it takes to make the organisation great no matter how difficult or hard the decision

11. Findings on Leadership 10 of the 11 Organisations that obtained Good to Great status had their top leaders come from within the organisation. Comparison Organisations tried outsider leaders 6 times more often

12. Element 2 First Who…. Then What

13. Good to Great Leaders started the transformation by first getting the right people on the bus (and the wrong people off the bus)….. And then figured where to drive it!

14. The key point here is ….. It is not just about getting the right people on the team. It is about the WHO first and the What second… before Vision, Strategy, Organisational Structure

15. Element 3 Confront the Brutal Facts

16. Good to Great Organisations Confront the Brutal Facts of their current reality

18. A key Psychology for leading from Good to Great is the Stockdale Paradox: Retain absolute faith that you can and will prevail in the end, regardless of the difficulties. At the same time confront the most brutal facts of your current reality… whatever that may be.

20. Element 4 The Hedgehog Concept

21. This concept is based on a tale about woodland creatures: The Fox … and the Hedgehog

22. The fox is always trying to eat hedgehog

23. So fox draws out strategy maps and hires a consulting firm and comes up with a kick-ass way of eating hedgehog

24. He plans and plans, creeps up on hedgehog, AND...

25. Hedgehog curls up into a ball yet again and foils fox's dinner plans.

26. Fox may try a variety of attacks, but hedgehog has mastered one thing, and can execute it to the dime time and time again.

27. The Good to Great Organisations are more like Hedgehogs…Simple creatures that know ONE big thing and they stick to it!

28. The comparison companies are more like Foxes – Crafty, cunning creatures that know many things yet lack consistency

29. It took at least 4 years for the Good to Great Organisations to get a ‘Hedgehog’ Concept.

30. No matter how bad the industry, every Good to Great Organisation figured out how to produce truly superior results

31. GDE vs. IEB?

32. As a member of Crawford College Lonehill, you need to find the one thing you are absolutely perfect at doing

33. Identify what you are passionate about

34. What makes your blood boil or stomach wrench

35. What can you really put your heart and sweat and blood into?

36. What can you be the best in the world at?

37. Jack Welch – CEO of GE “ The only reason you should be a number 2 player is because you are in line to be number 1”

38. The intersection of the next slides three circles is your hedgehog concept.

40. Element 5 A culture of Discipline

41. Good to Great Organisations are full of people who display extreme diligence and a stunning intensity

42. A culture of discipline is not just about disciplined action. It is about disciplined people who engage in disciplined thought and who then take disciplined action!

43. 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 the freedom and responsibility within the framework of that system

44. A Good Vocabulary Disciplined Determined Dogged Rigorous Diligent Fastidious Methodical Workmanlike Demanding Focused Accountable Responsible Precise Consistent

45. Element 6 Technology Accelerators

46. Key Question about any Technology…

47. Does the technology fit directly with your Hedgehog concept?

48. If YES

49. Then you need to become a pioneer in the application of that technology

50. If No

51. Then you can ignore it completely

52. Good to Great Organisations used technology as an accelerator of momentum… not a creator of it

53. Example criteria for Good to Great

54. When things go wrong, we conduct "autopsies without blame"--we seek to understand underlying root causes, rather than pin the blame on an individual.

55. Our leaders ask a lot of questions, rather than just make statements, thereby creating a climate of vibrant dialogue and debate about the brutal facts.

56. Our leaders do not allow their charisma or force of personality to inhibit people from bringing forth the brutal facts--even if those brutal facts run contrary to the views held by those leaders.

57. When people advance a point of view or make an argument, we expect them to marshal evidence, facts, and rigorous thinking to back up their argument. "It is my opinion" does not qualify as an acceptable argument.

58. When someone has a gut instinct that "something is just wrong," we pay attention; instincts can be good early warning systems. But we don’t just stop there: we then conduct a disciplined, fact-based assessment of the situation.

59. People in our system understand that they do not have "jobs"--they have responsibilities--and they grasp the distinction between just doing assigned tasks and taking full responsibility for the results of their efforts.

60. We do not spend a lot of time motivating our people; we recruit self-motivated people, and provide an environment that does not de-motivate them.

61. We do not spend a lot of time disciplining our people; we recruit self-disciplined people, and then manage the system, not the people.

62. We avoid bureaucracy that imposes unnecessary rules on self-motivated and self-disciplined people; if we have the right people, they don’t need a lot of rules.

63. Why Achieve Greatness?

64. If you are doing something you care deeply about and if you believe in it, it is impossible to imagine trying not to make it great!

65. If you have to ask “Why should we try to make it great?” Then you are probably in the wrong line of work.

66. You will have the ultimate satisfaction knowing that your short time here on earth was well spent and that it mattered.