The document outlines six key elements of transforming a good company into a great one: 1) Level 5 leadership of modest, driven leaders. 2) Getting the right people on the team before deciding on goals ("First who, then what"). 3) Confronting the brutal facts of reality while maintaining faith. 4) Developing a "Hedgehog Concept" of focusing on one core thing. 5) Cultivating a culture of discipline. 6) Using technology to accelerate existing momentum, not create it.
The 7 Duties of Great Software ProfessionalsJurgen Appelo
Some call it "craftsmanship", others prefer to speak of maturity, competence, excellence or skill. No matter what you call it, the software development community is in need of people with a professional attitude towards their work. From self-motivation to goal setting, from connecting with peers to delegating work, there are a number of crucial behaviors that software testers and developers need to adopt to be able to call themselves "professionals".
The Big-Ass View on Competence (and Communication)Jurgen Appelo
This is an alternative version of "On the Road to Competence", with some stuff added about organizational structure.
http://www.noop.nl
http://www.jurgenappelo.com
The 7 Duties of Great Software ProfessionalsJurgen Appelo
Some call it "craftsmanship", others prefer to speak of maturity, competence, excellence or skill. No matter what you call it, the software development community is in need of people with a professional attitude towards their work. From self-motivation to goal setting, from connecting with peers to delegating work, there are a number of crucial behaviors that software testers and developers need to adopt to be able to call themselves "professionals".
The Big-Ass View on Competence (and Communication)Jurgen Appelo
This is an alternative version of "On the Road to Competence", with some stuff added about organizational structure.
http://www.noop.nl
http://www.jurgenappelo.com
Agile Management: Leading Teams with a Complex MindJurgen Appelo
These are the slides I used in my deep dive session at the Scrum Gathering in Amsterdam.
See: Agile Management Workshop
http://www.noop.nl/2010/11/agile-management-workshop.html
From Economic Brand Value to Holonomic Brand ValueHolonomics
This presentation introduces the concept of Holonomic Brand Value.
It asks the following questions:
What is an authentic brand? How can we truly encounter a brand? And what role do human values play?
(ACTUALIZADO) Creatividad en el contexto social de las organizaciones. Los ef...Gerard Prins
Distintos estudios globales indican que los lideres corporativos no incentivan ni modelan activamente los comportamientos estimados necesarios para fomentar la innovación en sus organizaciones.
Asimismo, este estudio entre 50 líderes corporativos chilenos confirma, en gran medida, lo que se constata en el ámbito global.
Aunque el 65% de los lideres corporativos declaran que la innovación es una prioridad, sólo el 34% lo tiene en su agenda estratégica, mientras solamente un 22% de sus subordinados considera que la innovación es una prioridad en su organización o de su liderazgo.
Parece que, más que la imposibilidad para aprender a ser creativa, es la rigidez organizacional y –más en particular– la poca habilidad de los lideres corporativos para fomentar la creatividad y crear entornos auspicios para ella, que está bloqueando la vía hacia organizaciones más creativas y –por ende– innovadoras.
En "Imagina lo Imposible" propongo un modelo y una serie de métodos y herramientas que pueden ayudar a los líderes del Siglo XXI para crear entornos auspicios para la creatividad, e inspirar el espíritu innovador en sus colaboradores.
Presentación realizada con el auspicio de la Asociación Chilena de Agencias de Publicidad ACHAP: http://www.achap.cl/
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.
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 on Leading your Team to Greatness for the
Illinois Network of Charter Schools given by Dr. James Goenner of the National Charter Schools Institute.
Agile Management: Leading Teams with a Complex MindJurgen Appelo
These are the slides I used in my deep dive session at the Scrum Gathering in Amsterdam.
See: Agile Management Workshop
http://www.noop.nl/2010/11/agile-management-workshop.html
From Economic Brand Value to Holonomic Brand ValueHolonomics
This presentation introduces the concept of Holonomic Brand Value.
It asks the following questions:
What is an authentic brand? How can we truly encounter a brand? And what role do human values play?
(ACTUALIZADO) Creatividad en el contexto social de las organizaciones. Los ef...Gerard Prins
Distintos estudios globales indican que los lideres corporativos no incentivan ni modelan activamente los comportamientos estimados necesarios para fomentar la innovación en sus organizaciones.
Asimismo, este estudio entre 50 líderes corporativos chilenos confirma, en gran medida, lo que se constata en el ámbito global.
Aunque el 65% de los lideres corporativos declaran que la innovación es una prioridad, sólo el 34% lo tiene en su agenda estratégica, mientras solamente un 22% de sus subordinados considera que la innovación es una prioridad en su organización o de su liderazgo.
Parece que, más que la imposibilidad para aprender a ser creativa, es la rigidez organizacional y –más en particular– la poca habilidad de los lideres corporativos para fomentar la creatividad y crear entornos auspicios para ella, que está bloqueando la vía hacia organizaciones más creativas y –por ende– innovadoras.
En "Imagina lo Imposible" propongo un modelo y una serie de métodos y herramientas que pueden ayudar a los líderes del Siglo XXI para crear entornos auspicios para la creatividad, e inspirar el espíritu innovador en sus colaboradores.
Presentación realizada con el auspicio de la Asociación Chilena de Agencias de Publicidad ACHAP: http://www.achap.cl/
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.
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 on Leading your Team to Greatness for the
Illinois Network of Charter Schools given by Dr. James Goenner of the National Charter Schools Institute.
1. Creating
Good-to-
GREAT
Company
www.exploreHR.org 1
2. Composed by :
www.exploreHR.org
Visit www.exploreHR.org for more
presentations on Human Capital Strategy
and Personal Development
www.exploreHR.org 2
12. Level 5 leaders display a
compelling modesty, are self-
effacing and understated.
www.exploreHR.org 12
13. In contrast, two thirds of the
comparison companies had
leaders with gargantuan
personal egos that contributed
to the demise or continued
mediocrity of the company
www.exploreHR.org 13
14. Level 5 leaders are fanatically driven,
infected with an incurable need to
produce sustained results.
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15. Element 2:
First Who…Then What
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16. The good-to-great leaders began the
transformation by first getting the right
people on the bus (and the wrong
people off the bus) and then figured out
where to drive it
www.exploreHR.org 16
17. The key point of
this element is
not just the idea
of getting the
right people on
the team.
www.exploreHR.org 17
18. The key point is that "who" questions
come before "what" decisions—
before vision, before strategy, before
organization structure, before
tactics. First who, then what — as
a rigorous discipline, consistently
applied.
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19. Element 3:
Confront the Brutal Fact
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20. All good-to-great companies began
the process finding a path to
greatness by confronting the
brutal facts of their current reality
www.exploreHR.org 20
21. 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, and at the same time confront the most
brutal facts of your current reality,
whatever they might be.
www.exploreHR.org 21
22. A primary task in taking a company from
good to great is to create a culture wherein
people have a tremendous opportunity
to be heard and, ultimately,
for the truth to
be heard
www.exploreHR.org 22
23. Element 4:
Hedgehog Concept
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24. 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.
www.exploreHR.org 24
25. It took four years on average for the
good-to-great companies to get a
Hedgehog Concept.
www.exploreHR.org 25
26. You absolutely do not need to be in a
great industry to produce sustained
great results. No matter how bad the
industry, every good-to-great
company figured out how to produce
truly superior economic returns.
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27. Element 5:
A Culture of Discipline
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28. 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
www.exploreHR.org 28
29. 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.
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30. 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.
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31. Element 6:
Technology Accelerators
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32. 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
technology
www.exploreHR.orgparity
for or ignore it entirely. 32
33. The good-to-great companies used
technology as an accelerator of
momentum, not a creator of it.
momentum
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
www.exploreHR.org it fit with their strategies. 33
34. Source of Reference:
Jim Collins, Good to Great : Why Some Companies Make
the Leap…and Others Don’t, Harper Business
www.exploreHR.org 34