The document summarizes key points from Jim Collins' book "Good to Great" about how companies make the transition from being good companies to great companies. It discusses that change happens gradually through disciplined effort, not suddenly. It also emphasizes the importance of having the right people, clear strategic focus, and removing activities that don't fit the core strategy. The flywheel effect analogy is used to illustrate that transforming an organization is like pushing a heavy wheel gradually to get it spinning faster through accumulated good decisions over time.
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
“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.
Studying Simon Sinek: Start With the Golden CircleChiara Ojeda
Most of us communicate from the outside in, but author Simon Sinek believes true inspiration comes when we start with why. This brief introduction to The Golden Circle is a teaching tool used in class.
Um breve apanhado das idéias, pensamentos, frases e provocações de Jim Collins, sucessor legítimo de Peter Drucker, o maior teórico dos negócios em todos os tempos.
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.
How top-tier companies disintegrate, rapidly altered his intended trajectory. Collins knows a good idea when it latches its hooks into his mind. He’s the author of one of the most referenced and celebrated business “must-reads” of the last 30 years, Good to Great. If that book chronicled the arduous trek to the zenith of the business world, How the Mighty Fall stands on the shadowy side of the mountain, where businesses tumble down at varying rates of speed and terror.
The strange coincidence concerning Collins’ book is that its creation occurred largely before the 2008 global economic apocalypse. Fearing accusations of an attempt to capitalize on the current financial crisis, Collins is quick to assert that How the Mighty Fall is not about Wall Street, nor are its observations confined to the latter half of this decade.
Leadership is an important skill, but even more important is the ability to lead well. A strong leader inspires, encourages, and empowers those around them. Here we share with you several of the skills associated with successful leaders and what it means to embody those abilities as a truly great leader.
Any person or organization can explain what they do; some can explain how they are different or better, but very few can clearly articulate why. WHY is not
about money or profit — those are results. WHY is the thing that inspires us and inspires those around us.
This book is about a naturally occurring pattern, a way of thinking, acting and communicating that gives some leaders the ability to inspire those around them.
Although these “natural-born leaders” may have come into the world with a predisposition to inspire, the ability is not reserved for them exclusively. We can all
learn this pattern. With a little discipline, any leader or organization can inspire others both inside and outside their organization to help advance their ideas and
their visions. We can all learn to lead.
Start With Why shows that the leaders who inspire all think, act and communicate in the exact same way — and it’s the complete opposite of what everyone
else does. Drawing on a wide range of real-life stories, it provides a framework upon which organizations can be built, movements can be led, and people can be
inspired — and it all starts with WHY.
It's time to reflect on the way we construct our companies and look for the kind of leadership that will be necessary to lead our companies in to the future of our fast changing world !
“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.
Studying Simon Sinek: Start With the Golden CircleChiara Ojeda
Most of us communicate from the outside in, but author Simon Sinek believes true inspiration comes when we start with why. This brief introduction to The Golden Circle is a teaching tool used in class.
Um breve apanhado das idéias, pensamentos, frases e provocações de Jim Collins, sucessor legítimo de Peter Drucker, o maior teórico dos negócios em todos os tempos.
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.
How top-tier companies disintegrate, rapidly altered his intended trajectory. Collins knows a good idea when it latches its hooks into his mind. He’s the author of one of the most referenced and celebrated business “must-reads” of the last 30 years, Good to Great. If that book chronicled the arduous trek to the zenith of the business world, How the Mighty Fall stands on the shadowy side of the mountain, where businesses tumble down at varying rates of speed and terror.
The strange coincidence concerning Collins’ book is that its creation occurred largely before the 2008 global economic apocalypse. Fearing accusations of an attempt to capitalize on the current financial crisis, Collins is quick to assert that How the Mighty Fall is not about Wall Street, nor are its observations confined to the latter half of this decade.
Leadership is an important skill, but even more important is the ability to lead well. A strong leader inspires, encourages, and empowers those around them. Here we share with you several of the skills associated with successful leaders and what it means to embody those abilities as a truly great leader.
Any person or organization can explain what they do; some can explain how they are different or better, but very few can clearly articulate why. WHY is not
about money or profit — those are results. WHY is the thing that inspires us and inspires those around us.
This book is about a naturally occurring pattern, a way of thinking, acting and communicating that gives some leaders the ability to inspire those around them.
Although these “natural-born leaders” may have come into the world with a predisposition to inspire, the ability is not reserved for them exclusively. We can all
learn this pattern. With a little discipline, any leader or organization can inspire others both inside and outside their organization to help advance their ideas and
their visions. We can all learn to lead.
Start With Why shows that the leaders who inspire all think, act and communicate in the exact same way — and it’s the complete opposite of what everyone
else does. Drawing on a wide range of real-life stories, it provides a framework upon which organizations can be built, movements can be led, and people can be
inspired — and it all starts with WHY.
It's time to reflect on the way we construct our companies and look for the kind of leadership that will be necessary to lead our companies in to the future of our fast changing world !
Steven recently came to speak for a group of our friends at Collaborative Leadership Team. In addition to a lot of great questions he presented some slides. These are those slides.
Leading Change
Change is accelerating in our business world, and those who can embrace and drive it will be the winners. Globalization, restructuring, and workforce diversity are changing the way business is done, and leaders often must adapt at warp speed. With constant change, we have to do more with less, faster, cheaper and better. Doing our best is no longer enough. Leaders must frequently face changes in the business environment that seem to require miracles to overcome. The reality is that business is often a game of setting seemingly impossible challenges and making progress on these challenges. Resistance to change is widespread, and people leading change must often do so against a tide of resistance and predictions of failure. Fear of failure and disappointment are frequently the motivation for this approach. Often these well-intentioned people call their attitudes "realistic" or "practical." Unfortunately, people who resist new ideas, and change in general, ignore the influence of their own attitudes and beliefs on their “reality”. Successful change leaders must understand how people react to change, and be ready and able to lead and support their teams in successfully navigating required changes. These “change agents” must learn to personally deal with the pressure of constant change, and even welcome it, learning to surf the waves of change rather than being dragged under the waves. This module will provide you with an understanding of the change process, the role of resistance, and your role in leading change, so that you and your people can embrace change as a doorway to new possibilities.
PRESENTATION USED FOR PGPSE PARTICIPANTS OF AFTERSCHOOOL. JOIN AFTERSCHOOOL - IT IS THE BEST WAY TO BECOME AN ENTREPRENEUR AND WORK FOR SOCIAL DEVELOPMENT
come and Joint AFTERSCHOOOL - the world's fastest growing network of social entrepreneurs - join it to strengthen it. value life, value humanity, value creativity,
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
8 simple questions inspired by 20 years of celebrating Canada's Best Managed ...Deloitte Canada
Applications are now open for the 2013 Best Managed Companies program. Learn more: http://www.bestmanagedcompanies.ca
Thinking like one of Canada’s Best Managed Companies is surprisingly simple…and that’s what so hard! But simplicity leads to clarity. And clarity leads to focus which leads to success.
That’s what twenty-plus years of working with Canada’s Best Managed Companies teaches us in Power of the Best.
We’ll show you how Canada’s Best Managed Companies responded to their challenges with simplicity, discipline and focus and by asking themselves questions about eight aspects of business, questions about innovation, talent, productivity and more.
Our “8 simple questions” were inspired by stories in the best-selling business book, Power of the Best: Innovative Strategies from Canada’s Best Managed Companies.
www.deloitte.com/ca/growthenterprises
DI AMBIL DARI JURNAL: Relationship Bonding Tactics, Personality Traits, Relationship Quality and Customer Loyalty: Behavioral Sequence in Retail Environment
Hafedh Ibrahim* and Faouzi Najjar**
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Overview on Edible Vaccine: Pros & Cons with Mechanism
Good to great presentation
1. Good to GreatGood to Great
Article by Jim CollinsArticle by Jim Collins
October 2001October 2001
Presenters:Presenters:
Samantha Bell, Brodie Pattenden,Samantha Bell, Brodie Pattenden,
JJ Machalski, Tea Taing,JJ Machalski, Tea Taing,
Kristine WiddifieldKristine Widdifield
2. AgendaAgenda
How change doesn’t happenHow change doesn’t happen
How change does happenHow change does happen
Disciplined peopleDisciplined people
Disciplined thoughtDisciplined thought
Disciplined actionDisciplined action
3. How change doesn't happenHow change doesn't happen
The Chicken and the EggThe Chicken and the Egg
4. No ‘miracle moment’No ‘miracle moment’
Chicken in the egg was:Chicken in the egg was:
EvolvingEvolving
GrowingGrowing
DevelopingDeveloping
ChangingChanging
How change doesn't happenHow change doesn't happen
5. WalgreensWalgreens
Average company for over 40 yearsAverage company for over 40 years
1975 it began to climb, and climb and1975 it began to climb, and climb and
climbclimb
Beat the general stock market by 15Beat the general stock market by 15
timestimes
How do we pinpoint Walgreens’ ‘good-How do we pinpoint Walgreens’ ‘good-
to-great’ transformation?to-great’ transformation?
6. How does change happen?How does change happen?
The Flywheel EffectThe Flywheel Effect
7. How does change happen?How does change happen?
Right now, your flywheel is at aRight now, your flywheel is at a
standstillstandstill
Put your shoulder into it…. And push!Put your shoulder into it…. And push!
Eventually get some forwardEventually get some forward
movement….movement….
8. How does change happen?How does change happen?
No longer pushing aloneNo longer pushing alone
The faster you go, the more peopleThe faster you go, the more people
you have joining youyou have joining you
9. How does change happen?How does change happen?
Momentum starts working in your favorMomentum starts working in your favor
Aren’t pushing any harder, but wheelAren’t pushing any harder, but wheel
keeps acceleratingkeeps accelerating
That’s how companies make theThat’s how companies make the
transition from good to greattransition from good to great
10. How does change happen?How does change happen?
What happens when companies don’tWhat happens when companies don’t
commit to the quiet discipline of slow,commit to the quiet discipline of slow,
progressive change?progressive change?
They fall into…..They fall into…..
The DOOM LOOP!The DOOM LOOP!
11. How does change happen?How does change happen?
Companies that fall into the DoomCompanies that fall into the Doom
Loop want change over nightLoop want change over night
They bring in a new leader, who takesThey bring in a new leader, who takes
them in a new directionthem in a new direction
See the pattern?See the pattern?
12. 1979 – Started as consumer products1979 – Started as consumer products
1980 – Healthcare1980 – Healthcare
1981 – Return to consumer products1981 – Return to consumer products
1987 – Global pharmaceuticals1987 – Global pharmaceuticals
1990’s – Return to consumer products1990’s – Return to consumer products
2000 – Swallowed by Pfizer2000 – Swallowed by Pfizer
Walter-Lambert Co.Walter-Lambert Co.
13. How does change happen?How does change happen?
Real people want to contribute toReal people want to contribute to
produce real resultsproduce real results
Feel the magic of momentumFeel the magic of momentum
That’s how change really happens….That’s how change really happens….
15. Mediocre people equal mediocre resultsMediocre people equal mediocre results
If you have the wrong people, nothing elseIf you have the wrong people, nothing else
mattersmatters
Disciplined PeopleDisciplined People
16. Fannie MaeFannie Mae
14 of 26 executives “got off the bus”14 of 26 executives “got off the bus”
before good to great changesbefore good to great changes
occurred, no questions askedoccurred, no questions asked
18. Disciplined ThoughtDisciplined Thought
A Greek Parable explains thatA Greek Parable explains that
Foxes know many small thingsFoxes know many small things
Hedgehogs know one big thingHedgehogs know one big thing
19. Disciplined ThoughtDisciplined Thought
All good to great leaders areAll good to great leaders are
hedgehogshedgehogs
But why?But why?
They ask three piercing questionsThey ask three piercing questions
20. Disciplined ThoughtDisciplined Thought
What can we be the best in the worldWhat can we be the best in the world
at?at?
What is the economic denominatorWhat is the economic denominator
that drives cashflow?that drives cashflow?
What are our core people passionateWhat are our core people passionate
about?about?
21. Wells FargoWells Fargo
Initially in global bank, was mediocreInitially in global bank, was mediocre
Switched company philosophy andSwitched company philosophy and
industryindustry
New mantra and drive for employeesNew mantra and drive for employees
Led to successLed to success
23. Good to Great leaders distinguishGood to Great leaders distinguish
themselvesthemselves
Decide what not to doDecide what not to do
If it doesn’t fit tightly within yourIf it doesn’t fit tightly within your
Hedgehog Concept, don’t do itHedgehog Concept, don’t do it
Disciplined ActionDisciplined Action
24. Started in the paper mill industryStarted in the paper mill industry
Decided to change focusDecided to change focus
The consumer business was best forThe consumer business was best for
the companythe company
Kimberly-ClarkKimberly-Clark
25. One magazine wroteOne magazine wrote
““Kimberly-Clark making the switch was aKimberly-Clark making the switch was a
dumb idea”dumb idea”
21 years later that same magazine wrote21 years later that same magazine wrote
“as it turns out it was a smart one”“as it turns out it was a smart one”
Disciplined ActionDisciplined Action
26. ConclusionConclusion
The Chicken and the EggThe Chicken and the Egg
The Flywheel EffectThe Flywheel Effect
Disciplined PeopleDisciplined People
Filling the BusFilling the Bus
Disciplined ThoughtDisciplined Thought
Fox and the HedgehogFox and the Hedgehog
Disciplined ActionDisciplined Action
The “Stop Doing” listThe “Stop Doing” list
I’m sure that if everyone here was given a choice they’d much rather be considered a GREAT manager or be part of a GREAT company that just a good one. Jim Collins article, Good to Great, is filled with important lessons on eggs, flywheels, hedgehogs, buses and other essential tips to help you and your company go from Good to Great.
He started off with 1435 ‘good’ companies, and examined their performance over 40 years. He found that only 11 of them went to Great!
Introduce members
And we’ll be going over some key tools and understandings and the secrets of those 11 GREAT companies to help you make the transition from Good to Great!
There are many different myths out there about how change happens in the corporate world, but we’re going to clear that up and give you the truth! We’ll start off by explaining how change doesn’t happen and then how it does happen.
After that we’ll go through the 3 key elements of a ‘GREAT’ business consisting of Disciplined people (filling the bus), Disciplined Thought (fox and hedgehog) and Disciplined Action (stop doing list).
All this will be further demonstrated with easy to remember analogies and real life business examples. We really want to emphasize the importance of the who the what and the when, when we analyze change and move to Great.
To explain how change doesn’t happen, lets take a look at a chicken and an egg. Lets assume the egg came first… picture it, just sitting there, no one really cares about it, no one pays attention to it. Then one day the egg cracks and a chicken jumps out!
If this were a company, the newspapers and magazines would be all over the story, making it sound like a one night wonder. As though, by some magic, the egg turned into a chicken!
But when we take a closer look, we see that the ‘magic moment’ was actually just another step in a long chain of steps and changes.
The egg wasn’t just sitting there, the chicken inside the egg was evolving, growing, developing and changing to become the chicken it is today.
To exemplify this, lets take a look at Walgreens, which was an average or ‘GOOD’ company for over 40 years.
In 1975, completely out of the blue out would seem, Walgreens began to climb and climb and climb, and eventually beat out the general stock market by 15 times!! Think about it, over 40 years of being mediocre, and then they beat the stock market by 15 times! That’s a big change.
When asked to pin-point the good-to-great transformation, Walgreen executives answered: Somewhere between 1971 and 1980.
Well that doesn’t exactly narrow it down, and it just goes to show that things don’t happen over night, they need a chance to grow, and Walgreens understood that.
So we’ve looked at the Chicken and the Egg, and learned that change doesn’t happen in one moment, which is how people often look at it. We need to take into account the growth and evolution that contributed to it as well.
Since we’re always looking for change in the wrong places and making the wrong assumptions, Brodie’s going to clear it up and talk about how change actually DOES happen.