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
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
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.
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.
This is a bookie I made about the book Great by Choice by Jim Collins and Morten T. Hansen. It's a (no-pun-intended) great book! Hopefully its lessons inspire you the same way they inspired me.
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.
“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.
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.
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.
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.
This is a bookie I made about the book Great by Choice by Jim Collins and Morten T. Hansen. It's a (no-pun-intended) great book! Hopefully its lessons inspire you the same way they inspired me.
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.
“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.
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.
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
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Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
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The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
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TESDA TM1 REVIEWER FOR NATIONAL ASSESSMENT WRITTEN AND ORAL QUESTIONS WITH A...
Good to great book review (GNVS IOM)
1.
2. 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.
4. GOOD IS THE ENEMY OF GREAT
It is easier to do the basics for
something good than to really
work for something great.
This concept of being content
with par keeps so much in our
world from being great.
Most companies focus too
much on what to do and ignore
what not to do or what they
should stop doing.
5. LEVEL 5 LEADERSHIP
•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
•Thank others and luck
•Level 5 leaders infected with an
incurable need to produce
sustainable results
•Rather talk about the company
than themselves
6. Began achieving sustained success by first
getting the right people on the bus
Get the wrong people off the bus
Then, figured out where to drive it
Begin with “who” instead of “what, can more
easily adapt to a changing world
If you have the right people on the bus, problem
of motivation and people managing are
diminished
FIRST WHO . . . THEN WHAT
7. If you have the wrong people, doesn’t matter whether you have
the right direction, you still
not have great company.
Well Fargo Case Study
Dick Cooley began his talented management team
prepare the wrenching change.
efficient when the business is outperform 3 times
against general stock market while others bank fell
behind.
8. 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
9. 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
Facts are better than dreams
• Having lofty goals can be
good, but you can never
lose sight of what the reality
is on the ground.
• Case Study- Kroger’s
decision to thrown all its
resources into the task of
converting its entire system
to the superstore concept,
they were remarkably on
target.
Let the Truth be Heard
CONFRONT THE BRUTAL FACT
(YET NEVER LOSE FAITH)
10. HEDGEHOG CONCEPT
(Simplicity within the Three Circles)
Ancient Greek parable:
The fox knows many
things
The hedgehog knows one
big thing
Foxes pursue many ends and
see the world in all of its
complexity.
Hedgehogs simplify the world
into a basic principle, see
what’s essential, and ignore the
rest.
11. THREE CIRCLES OF HEDGEHOG CONCEPT
Walgreen case study: the best, most
convenient drugstores, with high profit
per customer visit.
12. Build a culture around the idea of freedom and
responsibility, within a framework.
Fill that culture with self-disciplined people who
are willing to go to extreme lengths to fulfill
their responsibilities. They will “rinse their
cottage cheese”
Adhere with great consistency to the Hedgehog
Concept, exercising an almost religious focus on
the intersection if the three circles.
Stop doing” lists are more important than “to
do” lists
To create a culture of discipline, you must:
A CULTURE OF DISCIPLINE
Case Study: Abbott Laboratories
13. 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.
Case study:- Wells Fargo
TECHNOLOGY ACCELERATORS
14. 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
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.
Case study
Nucor
Warner-lambert