Jim Collins' book Good to Great analyzes what led companies to go from being good companies to great companies that achieved long-term stock returns three times greater than their industry. The key factors identified were having Level 5 leadership, confronting the brutal facts, and developing a Hedgehog Concept of focusing on what they could be best at and their economic engine. Companies that made the transition, like Abbott and Nucor, established a culture of discipline where highly self-motivated people were given freedom and responsibility to fulfill the company's Hedgehog Concept.
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
“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 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
“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.
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.
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.
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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.
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.
2017 Convene Canada AHP conference presentation on leadership. Some say that leaders make or break organizations and I say, having an organizational leader with a growth mindset is absolutely key to thriving in today's competitive environment.
Moonshot Thinking. How to disrupt your industry and beat the competition. Inspired by Google X and Peter Diamandis.
Moonshot thinking is shooting for the moon. Moonshots live in the gray area between audacious projects and pure science fiction; they are 10X improvement, not 10%.
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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.
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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:
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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.
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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/
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Good to great ppt (vww)
1. Good to Great
by Jim Collins
Houston Baptist University
April 26th
, 2008
Stephen Githinji
Vincent Wedelich
Luke Pils
2. History Behind the Book
“Good is the enemy of great.” (Collins Page 1)
Schools, government, lives are all good.
Bill Meehan from McKinsey Consulting – Built To Last – Useless
Assembled research team of 21 people.
Find companies that showed good to great pattern
Looked for companies that showed the following financial patterns:
15 year stock return at or below market rate of competition
Transition point could be seen
Returns three times market rate maintained for 15 years
3. Companies Researched
Contrasted the good-to-great companies to a carefully selected set of
comparison companies (Collins 7).
They selected two sets of comparison companies (Collins 8).
The first set direct comparisons- companies:
In the same industry
with the same opportunities and similar resources at the time of
transition,
but that showed no leap from good to great.
The second consisted of unsustained comparisons- companies
Made a short term shift from good to great but failed to maintain the
trajectory- to address the question of sustainability.
In all, they had a total study set of twenty-eight companies: eleven good to
great companies, eleven direct comparisons, and six unsustained
comparisons.
4. Good To Great Companies
Company Results From Transition
Point to 15 Years Dates
Abbott 3.98 times the market 1974-1989
Circuit City 18.50 times the market 1982-1997
Fannie Mae 7.56 times the market 1984-1999
Gillette 7.39 times the market 1980-1995
Kimberley-Clark 3.42 times the market 1972-1987
Kroger 4.17 times the market 1973-1988
Nucor 5.16 times the market 1975-1990
Philip Morris 7.06 times the market 1964-1979
Pitney Bowes 7.16 times the market 1973-1988
Walgreens 7.34 times the market 1975-1990
Wells Fargo 3.99 times the market 1983-1998
5. Good to Great
Confront the
Brutal Facts
Hedgehog
Concept
DISCIPLINED THOUGHT
BUILD UP
Level 5
Leadership
First Who…
Then What
DISCIPLINED PEOPLE
BREAKTHROUGH …
Culture of
Discipline
Technology
Accelerator
DISCIPLINED ACTION
7. Level 5 Leadership
HIGHLY CAPABLE INDIVIDUAL
Makes productive contributions through
talent, knowledge, skills, and good work habits.
CONTRIBUTING TEAM MEMBER
Contributes individual capabilities to the achievement
of group objectives, and works effectively with others.
COMPETENT MANAGER
Organizes people and resources toward the
effective and efficient pursuit of set objectives.
EFFECTIVE LEADER
Catalyzes commitment to and
pursuit of a clear vision, stimulating
higher performance standards.
LEVEL 5
EXECUTIVE
Builds enduring
greatness through
personal humility
and professional will.
LEVEL 1
LEVEL 2
LEVEL 3
LEVEL 4
Making sure the right decisions
happen—no matter how difficult
or painful—for the long-term
greatness of the institution
and the accomplishment
of its mission.
8. Level 5 Leadership
Level 5 Leadership Key Points
Every good to great company had Level 5 leadership during the pivotal
transition years (Collins 39).
Level 5 leaders embody
A paradoxical mix of personal humility and professional will.
They are ambitious for the company, not themselves.
They Set up their successors for even greater success in the next generation.
They display a compelling modesty, are self-effacing, and understated.
9. Level 5 Leadership
They are fanatically driven with:
incurable need to produce sustained results.
A resolve to do whatever it takes to make the company great, no matter
how big or hard the decisions.
Level 5 leaders:
display a workmanlike diligence- more plow horse than show horse.
attribute success to factors other than themselves.
When things go poorly, however, they look in the mirror and blame
themselves, taking full responsibility.
One of the most damaging trends in recent history is the tendency (especially
by boards of directors) to select dazzling, celebrity leaders and to de-select
potential Level 5 leaders.
10. First Who…Then What
Getting the right people on the bus and into the
right seats.
Building pockets of greatness with limited
resources.
Using early-assessment to select self-motivated
self-disciplined talent.
12. Confront the Brutal Facts
The Stockdale Paradox:
Retain unwavering faith that you can and
will prevail in the end, regardless of the
difficulties, and at the same time have the
discipline to confront the most brutal
facts of your current reality, whatever
they might be.
13. Good to Great
Confront the
Brutal Facts
Hedgehog
Concept
DISCIPLINED THOUGHT
BUILD UP
Level 5
Leadership
First Who…
Then What
DISCIPLINED PEOPLE
BREAKTHROUGH …
Culture of
Discipline
Technology
Accelerators
DISCIPLINED ACTION
14. Good To Great Companies
Hedgehogs:
The Good to Great Businesses tended to be
hedgehogs. Very clear understanding of what they
wanted to do; one idea.
Walgreens (convenient locations, pioneered the
drive through pharmacy, clustered their stores)
Foxes:
The Comparison Companies tended to be Foxes.
Scattered, diffused, and inconsistent.
Eckerd (home video)
15. Three Circles of the Hedgehog Concept
What you CAN
BE THE BEST IN
THE WORLD AT
What you are deeply
PASSIONATE ABOUT
What drives your
ECONOMIC
ENGINE
16. AUTOPSIES AND
ANALYSIS GUIDED
BY THE
THREE CIRCLES
DIALOGUE AND
DEBATE, GUIDED BY
THREE CIRCLES
THE THREE
CIRCLES
THE COUNCIL
Getting The Hedgehog Concept An Iterative Process
EXECUTIVE DECISIONS
GUIDED BY THE
THREE CIRCLES
ASK QUESTIONS
GUIDED BY THE
THREE CIRCLES
17. Good to Great
Confront the
Brutal Facts
Hedgehog
Concept
DISCIPLINED THOUGHT
BUILD UP
Level 5
Leadership
First Who…
Then What
DISCIPLINED PEOPLE
BREAKTHROUGH …
Culture of
Discipline
Technology
Accelerators
DISCIPLINED ACTION
19. Creating a Climate of Creative Discipline
1. Build a culture around the idea of freedom and
responsibility.
2. Fill that culture with self-disciplined people who
are willing to go to extreme lengths to fulfill their
responsibilities.
3. Don’t confuse a culture of discipline with a
tyrannical disciplinarian.
4. Adhere with great consistency to the hedgehog
concept, stay within the three circles, create a to
stop doing list, and unplug anything extraneous.
20. Rinsing Your Cottage Cheese
DISCIPLINED THOUGHT
BUILD UP
DISCIPLINED PEOPLE
BREAKTHROUGH …
DISCIPLINED ACTION
21. Nucor’s Three Circles
PASSION for eliminating
class distinctions and
creating an egalitarian
meritocracy that aligns
management, labor, and
financial interests.
Could become the
Best in the world at
Harnessing culture
And technology to
produce
Low-cost steel.
Economic Denominator
Of profit per ton of
Finished steel.
22. Start A “Stop Doing” List
1. Do have a “to do” list.
a. We build this lists, bigger and bigger
b. They rarely become reality.
2. Do have a “to stop doing” list.
a. Display remarkable discipline
b. Unplug extraneous junk.
There is two ways to get rich:
• Augment your means (increase your income).
• Decrease your wants (budget yourself).
23. Good to Great
Confront the
Brutal Facts
Hedgehog
Concept
DISCIPLINED THOUGHT
BUILD UP
Level 5
Leadership
First Who…
Then What
DISCIPLINED PEOPLE
BREAKTHROUGH …
Culture of
Discipline
Technology
Accelerators
DISCIPLINED ACTION
Editor's Notes
Luke
Bill Meehan mentions that the book Built To Last is useless because the companies talk about started off Great. Collins agreed and that is what kicked off a search for companies that went from good to great.
Bill Meehan mentions that the book Built To Last is useless because the companies talk about started off Great. Collins agreed and that is what kicked off a search for companies that went from good to great.
Bill Meehan mentions that the book Built To Last is useless because the companies talk about started off Great. Collins agreed and that is what kicked off a search for companies that went from good to great.