The document discusses the concept of Level 5 Leadership. It describes Level 5 Leaders as having a paradoxical mix of personal humility and professional will. They set up their successors for even greater success and are driven to produce sustainable results. The document also discusses the concepts of "First Who...Then What", confronting brutal facts, developing a Hedgehog Concept, establishing a culture of discipline, using technology as accelerators, and creating momentum through the Flywheel Effect.
The document discusses principles for transforming an organization from good to great. It describes the importance of having level 5 leadership, confronting brutal facts, developing a clear "hedgehog concept", building a culture of discipline, using technology judiciously, and creating momentum through a "flywheel effect" rather than quick fixes. Key elements include focusing first on the right people, engaging in rigorous debate to find the best answers, simplifying around a single organizing idea, and pushing consistently in a single direction over long periods to achieve breakthrough results.
This document discusses leadership traits and skills. It begins by asking whether one is a boss or a leader, noting that leaders move people with emotion and vision before logic. It then covers laws of leadership related to timing, how most leaders are influenced by others, and the power of mentoring. Key leadership traits discussed include knowledge, unselfishness, initiative, integrity, enthusiasm, humility, loyalty, self-control, courage, and respect. Tact and refining meetings are also addressed. The goal is to examine areas of necessary knowledge and provide general leadership reminders.
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "What Is Your Potential?" and will explain the nature of human potential and why it is the foundation of personal development.
The document summarizes key concepts from Jim Collins' book "Good to Great" about what distinguishes companies that make the leap from good to great. It discusses the importance of level 5 leadership, getting the right people on the bus before deciding where to go, confronting brutal facts, developing a "hedgehog concept", establishing a culture of discipline, using technology to accelerate momentum, and building a flywheel effect for sustainable success. The overall message is that transitioning from good to great requires consistent disciplined effort by the right people over the long term.
The document summarizes key concepts from the book "Good to Great" by Jim Collins. It discusses that great companies focus on having the right "Level 5 Leadership" that is both humble and driven. They also focus on getting the right "First Who" by ensuring they have the right people before deciding on strategies. Companies need to "Confront the Brutal Facts" by facing reality while maintaining faith. They develop a simple "Hedgehog Concept" of what they are passionate about and best at to drive their business.
The document describes the key characteristics of level 5 leadership as exhibited by leaders who were able to transform good companies into great ones. It discusses that level 5 leaders are humble and driven, taking responsibility for failures. They build disciplined people and thought through confronting brutal facts, developing a clear hedgehog concept, and creating a culture of discipline. Technologies are used to accelerate momentum established through the flywheel effect of consistent, long-term efforts in the right direction defined by the hedgehog concept.
The document discusses principles for transforming an organization from good to great. It describes the importance of having level 5 leadership, confronting brutal facts, developing a clear "hedgehog concept", building a culture of discipline, using technology judiciously, and creating momentum through a "flywheel effect" rather than quick fixes. Key elements include focusing first on the right people, engaging in rigorous debate to find the best answers, simplifying around a single organizing idea, and pushing consistently in a single direction over long periods to achieve breakthrough results.
This document discusses leadership traits and skills. It begins by asking whether one is a boss or a leader, noting that leaders move people with emotion and vision before logic. It then covers laws of leadership related to timing, how most leaders are influenced by others, and the power of mentoring. Key leadership traits discussed include knowledge, unselfishness, initiative, integrity, enthusiasm, humility, loyalty, self-control, courage, and respect. Tact and refining meetings are also addressed. The goal is to examine areas of necessary knowledge and provide general leadership reminders.
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "What Is Your Potential?" and will explain the nature of human potential and why it is the foundation of personal development.
The document summarizes key concepts from Jim Collins' book "Good to Great" about what distinguishes companies that make the leap from good to great. It discusses the importance of level 5 leadership, getting the right people on the bus before deciding where to go, confronting brutal facts, developing a "hedgehog concept", establishing a culture of discipline, using technology to accelerate momentum, and building a flywheel effect for sustainable success. The overall message is that transitioning from good to great requires consistent disciplined effort by the right people over the long term.
The document summarizes key concepts from the book "Good to Great" by Jim Collins. It discusses that great companies focus on having the right "Level 5 Leadership" that is both humble and driven. They also focus on getting the right "First Who" by ensuring they have the right people before deciding on strategies. Companies need to "Confront the Brutal Facts" by facing reality while maintaining faith. They develop a simple "Hedgehog Concept" of what they are passionate about and best at to drive their business.
The document describes the key characteristics of level 5 leadership as exhibited by leaders who were able to transform good companies into great ones. It discusses that level 5 leaders are humble and driven, taking responsibility for failures. They build disciplined people and thought through confronting brutal facts, developing a clear hedgehog concept, and creating a culture of discipline. Technologies are used to accelerate momentum established through the flywheel effect of consistent, long-term efforts in the right direction defined by the hedgehog concept.
This document provides an overview of a session on becoming a better programmer. The session will explore what it means to be a better programmer, examine different skill levels from novice to expert, and discuss practical methods for improvement. A number of guest speakers will provide insights and perspectives on developing skills and attitudes to advance as a programmer. The goal is to help attendees determine how to continuously learn and improve.
The document summarizes key concepts from Chapters 4-6 of Jim Collins' book Good to Great. It discusses the importance of confronting brutal facts, developing a Hedgehog Concept of focusing on one thing you can be the best in the world at, and cultivating a culture of discipline. Some main points include:
1) To become great, leaders must confront the brutal facts of reality and create a climate where the truth can be heard, even if it is scary. They must also retain faith that they can prevail despite difficulties.
2) Developing a Hedgehog Concept takes time and involves understanding what you can be best at, what drives your economic engine, and what you are passionate about. It
This document discusses key concepts from the book "Good to Great" about transforming an average company into an outstanding one. It covers Level 5 Leadership, focusing first on the right people before decisions. Companies must also confront brutal facts, develop a Hedgehog Concept of what they are passionate about and best at, and create a Culture of Discipline. Technology is used as an accelerator, not the driver. Successful transformations are like pushing a heavy flywheel that builds momentum over time through consistent effort, rather than one defining action.
The document summarizes leadership best practices from Jim Collins' books "Good to Great" and "Built to Last". It outlines five leadership practices and ten commitments from "The Leadership Challenge". It also discusses tools for leadership from "Good to Great" including Level 5 Leadership, the Hedgehog Concept, and building a Culture of Discipline. The presentation provides examples and exercises for applying these leadership models.
The document contains a collection of inspirational quotes from various leaders and thinkers. The quotes discuss topics such as the importance of involving others and working together, cultivating curiosity and continuous learning, serving others and creating purpose, and imagining positive futures through collaboration.
Talk given in March 2013 at Dublin City Public Libraries as part of their public lecture series on career development. Prepared and delivered by John Deely BA MSc, Occupational Psychologist with Pinpoint (www.pinpoint.ie)
This document discusses the "Hedgehog Concept" of simplicity within three intersecting circles. It describes how hedgehogs focus on a single, core idea to simplify complex problems, unlike foxes which pursue many ideas. Examples are given of individuals like Darwin who had a unified concept. The concept is then related to businesses like Walgreens that achieved success with a simple drugstore model, unlike imitators like Eckerd. The document concludes by defining the three intersecting circles of the Hedgehog Concept as what you are best at, what drives your economic engine, and what you are deeply passionate about.
1) The document summarizes key concepts from Jim Collins' book "Good to Great". It discusses Collins' research analyzing what separated great companies from good companies.
2) Collins identified several factors that helped companies make the leap from good to great, including having Level 5 leadership, confronting brutal facts, and developing a "Hedgehog Concept" of focusing on their economic engine.
3) Technology can help accelerate growth but is not the primary driver of transitioning from good to great. Great companies only adopt technologies that fit within their Hedgehog Concept and become pioneers in applying that technology.
The document discusses conflict and how it can be addressed through different leadership approaches. It outlines three basic approaches to leading through conflict: the demagogue, the manager, and the mediator. The mediator strives to consider all sides of an issue, build trust across dividing lines, and seek opportunities to transform conflict. The document then describes eight tools that mediators can use to address conflict, including having an integral vision, using systems thinking, engaging in conscious conversation and dialogue, building bridges between divided groups, and fostering innovation. It stresses the importance of reframing conflicts and evaluating processes to learn from both successes and failures.
This document discusses managing paradoxes and tensions in leadership. It introduces a workshop that aims to help managers understand and deal with complexity in organizations. It defines paradox as contradictory elements that exist simultaneously, unlike dilemmas which require choosing one alternative. The workshop covers three levels of paradox - organizational, role, and individual. Attendees discuss tensions they experience and ways to understand and work through paradox, such as acceptance, integrative thinking, and positioning. Effective paradox navigation requires skills like reflection, communication, and embracing conflicting demands. Global leaders must think paradoxically to accommodate complexity rather than suppress tensions.
The document discusses various topics related to leadership such as where leaders come from, the different schools of leadership, when to use command, management, or leadership solutions, and introduces the concept of "eco-leadership." It also examines why people are unhappy at work, critiques leadership fads, and outlines things to know about leadership like how messy and unpredictable it can be.
of the PDC+++ in Integral Permaculture
see www.PermaCultureScience.com
What is Collective Intelligence? & can we design for increasing it? Possibly the most crucial issue of our times of change: if we don't manage to work together, we will not achieve a more rational society. (Or the other way round ...)
of the PDC+++ in Integral Permaculture
see www.PermaCultureScience.com
What is the Integral Model & how does it work? Why is it so significant for this time in history?
In this class we study the integral model in depth & ask why it could be one of the most important maps for directing us in the creation of more sustainable human societies.
Integral theory is an all-inclusive framework that draws on the key insights of the world’s greatest knowledge traditions.
The awareness gained from drawing on all truths and perspectives allows the Integral thinker to bring new depth, clarity and compassion to every level of human endeavor — from unlocking individual potential to finding new approaches to global-scale problems.
Misusability workshop at Interaction 18 in LyonPer Axbom
The document outlines an agenda for a workshop on designing digital products with conscience, discussing topics like biases, negative impacts, understanding oneself, and adding positive friction. It includes quotes and examples to illustrate challenges with unintended consequences and the importance of considering diverse perspectives in the design process. The overall message is that designers must proactively work to remedy human weaknesses through their work instead of exploiting them.
The document discusses various models and frameworks for personal, organizational, and societal development. It draws connections between ancient Vedic concepts, modern theories of leadership, community development, systems thinking, and sustainability. The models are mapped onto the Vedic elements and Maharishi's Fundamentals of Progress - stability, integration, purification, growth and adaptability. This provides an integrated framework and toolkit to understand evolution across different domains based on consciousness.
The document discusses the key principles and practices used by leaders of companies that transitioned from good to great, including developing a level 5 leadership mindset, getting the right people on the team, confronting brutal facts, establishing a clear hedgehog concept focused on passion, excellence and economic drivers, building a culture of discipline, using technology strategically as an accelerator, and driving transformation through a process like pushing a heavy flywheel to build momentum over time rather than expecting single defining actions or events.
This document discusses key concepts from the book "Good to Great" about transforming an average company into an exceptional one. It describes a five level leadership model and emphasizes the importance of having the right leaders who confront brutal facts and develop a "Hedgehog Concept" to guide the organization. It also stresses establishing a culture of discipline through disciplined people, thought, and action aligned with the Hedgehog Concept. Technology is discussed as an accelerator, not a creator, of momentum. The transformation is portrayed as a gradual process of building momentum like pushing a giant flywheel, not a single event.
The book review summarizes James Collins' book "Good to Great". It discusses key concepts from the book like Level 5 Leadership, confronting brutal facts, the hedgehog concept, and creating a culture of discipline. The study identified 11 companies that went from good to great and compared them to peers. It found the transformation required rigorous people decisions and focusing first on the right leaders and team before vision or strategy. Great companies approached change like a heavy flywheel that builds momentum through consistent effort rather than sudden shifts in direction.
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.
This document provides an overview of a session on becoming a better programmer. The session will explore what it means to be a better programmer, examine different skill levels from novice to expert, and discuss practical methods for improvement. A number of guest speakers will provide insights and perspectives on developing skills and attitudes to advance as a programmer. The goal is to help attendees determine how to continuously learn and improve.
The document summarizes key concepts from Chapters 4-6 of Jim Collins' book Good to Great. It discusses the importance of confronting brutal facts, developing a Hedgehog Concept of focusing on one thing you can be the best in the world at, and cultivating a culture of discipline. Some main points include:
1) To become great, leaders must confront the brutal facts of reality and create a climate where the truth can be heard, even if it is scary. They must also retain faith that they can prevail despite difficulties.
2) Developing a Hedgehog Concept takes time and involves understanding what you can be best at, what drives your economic engine, and what you are passionate about. It
This document discusses key concepts from the book "Good to Great" about transforming an average company into an outstanding one. It covers Level 5 Leadership, focusing first on the right people before decisions. Companies must also confront brutal facts, develop a Hedgehog Concept of what they are passionate about and best at, and create a Culture of Discipline. Technology is used as an accelerator, not the driver. Successful transformations are like pushing a heavy flywheel that builds momentum over time through consistent effort, rather than one defining action.
The document summarizes leadership best practices from Jim Collins' books "Good to Great" and "Built to Last". It outlines five leadership practices and ten commitments from "The Leadership Challenge". It also discusses tools for leadership from "Good to Great" including Level 5 Leadership, the Hedgehog Concept, and building a Culture of Discipline. The presentation provides examples and exercises for applying these leadership models.
The document contains a collection of inspirational quotes from various leaders and thinkers. The quotes discuss topics such as the importance of involving others and working together, cultivating curiosity and continuous learning, serving others and creating purpose, and imagining positive futures through collaboration.
Talk given in March 2013 at Dublin City Public Libraries as part of their public lecture series on career development. Prepared and delivered by John Deely BA MSc, Occupational Psychologist with Pinpoint (www.pinpoint.ie)
This document discusses the "Hedgehog Concept" of simplicity within three intersecting circles. It describes how hedgehogs focus on a single, core idea to simplify complex problems, unlike foxes which pursue many ideas. Examples are given of individuals like Darwin who had a unified concept. The concept is then related to businesses like Walgreens that achieved success with a simple drugstore model, unlike imitators like Eckerd. The document concludes by defining the three intersecting circles of the Hedgehog Concept as what you are best at, what drives your economic engine, and what you are deeply passionate about.
1) The document summarizes key concepts from Jim Collins' book "Good to Great". It discusses Collins' research analyzing what separated great companies from good companies.
2) Collins identified several factors that helped companies make the leap from good to great, including having Level 5 leadership, confronting brutal facts, and developing a "Hedgehog Concept" of focusing on their economic engine.
3) Technology can help accelerate growth but is not the primary driver of transitioning from good to great. Great companies only adopt technologies that fit within their Hedgehog Concept and become pioneers in applying that technology.
The document discusses conflict and how it can be addressed through different leadership approaches. It outlines three basic approaches to leading through conflict: the demagogue, the manager, and the mediator. The mediator strives to consider all sides of an issue, build trust across dividing lines, and seek opportunities to transform conflict. The document then describes eight tools that mediators can use to address conflict, including having an integral vision, using systems thinking, engaging in conscious conversation and dialogue, building bridges between divided groups, and fostering innovation. It stresses the importance of reframing conflicts and evaluating processes to learn from both successes and failures.
This document discusses managing paradoxes and tensions in leadership. It introduces a workshop that aims to help managers understand and deal with complexity in organizations. It defines paradox as contradictory elements that exist simultaneously, unlike dilemmas which require choosing one alternative. The workshop covers three levels of paradox - organizational, role, and individual. Attendees discuss tensions they experience and ways to understand and work through paradox, such as acceptance, integrative thinking, and positioning. Effective paradox navigation requires skills like reflection, communication, and embracing conflicting demands. Global leaders must think paradoxically to accommodate complexity rather than suppress tensions.
The document discusses various topics related to leadership such as where leaders come from, the different schools of leadership, when to use command, management, or leadership solutions, and introduces the concept of "eco-leadership." It also examines why people are unhappy at work, critiques leadership fads, and outlines things to know about leadership like how messy and unpredictable it can be.
of the PDC+++ in Integral Permaculture
see www.PermaCultureScience.com
What is Collective Intelligence? & can we design for increasing it? Possibly the most crucial issue of our times of change: if we don't manage to work together, we will not achieve a more rational society. (Or the other way round ...)
of the PDC+++ in Integral Permaculture
see www.PermaCultureScience.com
What is the Integral Model & how does it work? Why is it so significant for this time in history?
In this class we study the integral model in depth & ask why it could be one of the most important maps for directing us in the creation of more sustainable human societies.
Integral theory is an all-inclusive framework that draws on the key insights of the world’s greatest knowledge traditions.
The awareness gained from drawing on all truths and perspectives allows the Integral thinker to bring new depth, clarity and compassion to every level of human endeavor — from unlocking individual potential to finding new approaches to global-scale problems.
Misusability workshop at Interaction 18 in LyonPer Axbom
The document outlines an agenda for a workshop on designing digital products with conscience, discussing topics like biases, negative impacts, understanding oneself, and adding positive friction. It includes quotes and examples to illustrate challenges with unintended consequences and the importance of considering diverse perspectives in the design process. The overall message is that designers must proactively work to remedy human weaknesses through their work instead of exploiting them.
The document discusses various models and frameworks for personal, organizational, and societal development. It draws connections between ancient Vedic concepts, modern theories of leadership, community development, systems thinking, and sustainability. The models are mapped onto the Vedic elements and Maharishi's Fundamentals of Progress - stability, integration, purification, growth and adaptability. This provides an integrated framework and toolkit to understand evolution across different domains based on consciousness.
The document discusses the key principles and practices used by leaders of companies that transitioned from good to great, including developing a level 5 leadership mindset, getting the right people on the team, confronting brutal facts, establishing a clear hedgehog concept focused on passion, excellence and economic drivers, building a culture of discipline, using technology strategically as an accelerator, and driving transformation through a process like pushing a heavy flywheel to build momentum over time rather than expecting single defining actions or events.
This document discusses key concepts from the book "Good to Great" about transforming an average company into an exceptional one. It describes a five level leadership model and emphasizes the importance of having the right leaders who confront brutal facts and develop a "Hedgehog Concept" to guide the organization. It also stresses establishing a culture of discipline through disciplined people, thought, and action aligned with the Hedgehog Concept. Technology is discussed as an accelerator, not a creator, of momentum. The transformation is portrayed as a gradual process of building momentum like pushing a giant flywheel, not a single event.
The book review summarizes James Collins' book "Good to Great". It discusses key concepts from the book like Level 5 Leadership, confronting brutal facts, the hedgehog concept, and creating a culture of discipline. The study identified 11 companies that went from good to great and compared them to peers. It found the transformation required rigorous people decisions and focusing first on the right leaders and team before vision or strategy. Great companies approached change like a heavy flywheel that builds momentum through consistent effort rather than sudden shifts in direction.
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.
This document discusses key concepts from the book "Good to Great" about achieving exceptional results. It summarizes Level 5 Leadership, which involves:
1) Putting the right people in key roles before deciding on plans ("First Who, Then What")
2) Confronting brutal facts with both optimism and realism ("Stockdale Paradox")
3) Pushing initiatives forward gradually over time like turning a heavy flywheel
4) Developing a simple, focused concept that the organization understands and executes consistently ("The Hedgehog Concept")
5) Fostering a culture of discipline where strict standards and accountability are not needed.
The document discusses moving an organization from good to great. It outlines several key concepts from the book "Good to Great" for doing so, including having level 5 leadership, confronting brutal facts, developing a hedgehog concept, establishing a culture of discipline, and using technology accelerators. It emphasizes the importance of first getting the right people on the bus before deciding what to do, and how achieving greatness is more like pushing a heavy flywheel forward through consistent, small efforts over time rather than any single defining action.
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.
The document summarizes James Collins' book "Good to Great". It discusses key findings from Collins' research comparing companies that became great performers to good companies. Some of the main points are:
- Good to great companies are led by Level 5 leaders who are humble and driven to see the company succeed over themselves.
- These leaders focus first on getting the right people on the team before deciding on strategy or goals.
- Companies need to confront brutal facts about their situation while maintaining faith that they can improve.
- Great companies develop a "Hedgehog Concept" of focusing on one thing they can be the best at.
- A culture of discipline is important, with disciplined people,
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.
The document outlines the key concepts from Jim Collins' "Good to Great" framework for taking a company from good to great. It discusses having Level 5 leadership, getting the right people on the bus, confronting brutal facts, having a clear Hedgehog concept, building a culture of discipline, creating momentum like a flywheel, preserving the core values while stimulating progress, and building the organization to last beyond any single leader. The framework provides a systematic approach for companies to transform performance through disciplined people and thought.
This document summarizes key elements from Jim Collins' book "Good to Great". It discusses six elements that characterize "Good to Great" companies: 1) Level 5 Leadership, 2) First Who...Then What, 3) Confront the Brutal Facts, 4) The Hedgehog Concept, 5) A Culture of Discipline, and 6) Technology as an Accelerator. It also describes the concept of the "flywheel effect" whereby transformations occur gradually through constant, steady effort rather than sudden changes, in contrast to the "doom loop" faced by unsuccessful companies.
This document discusses level 5 leadership and the characteristics that distinguish it from level 4 leadership. Level 5 leaders are highly ambitious for their company's success and are more focused on the company's greatness than their own personal image or legacy. They have a fierce will and drive results while also displaying compelling humility by deflecting credit to others. The operating style of level 5 leaders includes focusing first on the right people, confronting brutal facts, having a clear focus or "hedgehog concept", maintaining disciplined processes, and using technology strategically to accelerate progress.
This document summarizes Jim Collins' research process for studying companies that transitioned from good to great. It involved four phases: 1) Identifying companies that showed long-term stock returns greater than the market after a transition point, 2) Comparing these companies to others in the same industry or those that had short-term shifts, 3) Analyzing what distinguished the inside operations of the good-to-great companies, 4) Iteratively developing concepts to explain the findings through chaos to concept. Key findings included the importance of level 5 leadership, first getting the right people on the team before deciding where to drive it, confronting brutal facts, having a hedgehog concept, and viewing transformations as building momentum like a flywheel rather
Transforming From Good To Great Company By Ravinder TulsianiRavinder Tulsiani
The document summarizes six key elements that helped companies transition from good to great according to Jim Collins' research: [1] Level 5 leadership that is modest and driven to produce sustained results, [2] Getting the right people on the team before deciding on goals, [3] Confronting the brutal facts of reality while maintaining faith, [4] Having a simple "Hedgehog Concept", [5] A culture of discipline that balances freedom and adherence to systems, and [6] Using technology to accelerate existing strategies, not create new ones.
The document outlines six key elements of transforming a good company into a great one based on Jim Collins' research.
1) Level 5 leadership - Leaders who are modest, driven, and focus on the success of the company over their own ego.
2) First who, then what - Leaders focus first on getting the right people in key roles before defining strategies.
3) Confronting brutal facts - Leaders acknowledge problems openly and create a culture where truth and difficulties are faced.
4) The hedgehog concept - Companies focus on a simple, consistent strategy rather than many changing strategies.
5) A culture of discipline - Companies create a culture of diligence, intensity and freedom within a consistent system
The document outlines six key elements of transforming a good company into a great one. It discusses (1) the importance of level 5 leadership, which is modest and driven to produce sustained results. (2) Putting the right people in place before deciding on goals or strategy. (3) Confronting the brutal facts of reality while maintaining faith. (4) Developing a simple "hedgehog concept" and sticking to it. (5) Creating a culture of discipline with consistent systems but also freedom. (6) Using technology to accelerate momentum once it fits the strategy, not to create it.
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.
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.
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DPBOSS NET SPBOSS SATTA MATKA RESULT KALYAN MATKA GUESSING FREE KALYAN FIX JODI ANK LEAK FIX GAME BY DP BOSS MATKA SATTA NUMBER TODAY LUCKY NUMBER FREE TIPS ...
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L'indice de performance des ports à conteneurs de l'année 2023SPATPortToamasina
Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
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NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi_compressed.pdfKhaled Al Awadi
Greetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USA
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Adani Group Requests For Additional Land For Its Dharavi Redevelopment Projec...Adani case
It will bring about growth and development not only in Maharashtra but also in our country as a whole, which will experience prosperity. The project will also give the Adani Group an opportunity to rise above the controversies that have been ongoing since the Adani CBI Investigation.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Unlock the full potential of the MECE (Mutually Exclusive, Collectively Exhaustive) Principle with this comprehensive PowerPoint deck. Designed to enhance your analytical skills and strategic decision-making, this presentation guides you through the fundamental concepts, advanced techniques, and practical applications of the MECE framework, ensuring you can apply it effectively in various business contexts.
The MECE Principle, developed by Barbara Minto, an ex-consultant at McKinsey, is a foundational tool for structured thinking. Minto is also renowned for the Minto Pyramid Principle, which emphasizes the importance of logical structuring in writing and presenting ideas. This presentation includes a clear explanation of the MECE principle and its significance. It offers a detailed exploration of MECE concepts and categories, highlighting how to create mutually exclusive and collectively exhaustive segments. You will learn to combine MECE with other powerful business frameworks like SWOT, Porter's Five Forces, and BCG Matrix. Discover sophisticated methods for applying MECE in complex scenarios and enhancing your problem-solving abilities. The deck also provides a step-by-step guide to performing thorough and structured MECE analyses, ensuring no aspect is overlooked. Insider tips are included to help you avoid common mistakes and optimize your MECE applications.
The presentation features illustrative examples from various industries to show MECE in action, providing practical insights and inspiration. It includes engaging group activities designed for the practice of the MECE principle, fostering collaborative learning and application. Key takeaways and success factors for mastering the MECE principle and applying it in your professional work are also covered.
The MECE Principle presentation is meticulously designed to provide you with all the tools and knowledge you need to master the MECE principle. Whether you're a business analyst, manager, or strategist, this presentation will empower you to deliver insightful and actionable analysis, drive better decision-making, and achieve outstanding results.
LEARNING OBJECTIVES:
1. Understand the MECE Principle
2. Improve Analytical Skills
3. Apply MECE Framework
4. Enhance Decision-Making
5. Optimize Resource Allocation
6. Facilitate Strategic Planning
2. Good To Great Companies
Abbott
Circuit City
Fannie Mae
Gillette
Kimberly-Clark
Kroger
Nucor
Philip Morris
Pitney Bowes
Walgreens
Wells Fargo
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Level 5 First Who… Confront the Hedgehog Culture of Technology
Leadership Then What Brutal Facts Concept Discipline Accelerators
Disciplined People Disciplined Thought Disciplined Action
4. You can accomplish anything in life, provided that you do not mind
who gets the credit. -Harry S. Truman
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Level 5 First Who…
Level 5 Confront the Hedgehog Culture of Technology
LeadershipThen What
Leadership Brutal Facts Concept Discipline Accelerators
Disciplined People Disciplined Thought Disciplined Action
5.
6. Level 5 Leadership
Leaders who employ a paradoxical mix of
personal humility and professional will
Set up successors for even greater
success
Compelling modesty, self-effacing,
understated
Fanatically driven to
produce sustainable
results
More plow horse than
show horse
7. The Yin and Yang of Level
5
Personal
Humility
Professional
Will
8. The Yin and Yang of Level 5
•Personal Humility •Professional Will
Creates superb results, a clear catalyst
Demonstrates a compelling modesty,
in the transition from good to great.
shunning public adulation; never boastful
Demonstrates an unwavering resolve
Acts with quiet, calm determination;
to do whatever must be done to produce
Relies principally on inspired standards, not
the best long-term results, no matter
inspiring charisma, to motivate.
how difficult.
Sets the standard of building an
Channels ambition into the organization,
enduring great organization; will settle
not the self; sets up successors for even
for nothing else.
more greatness in the next generation
Looks out the window, not in the
Looks in the mirror, not out the window,
mirror, to apportion credit for the
to apportion responsibility for poor results,
success of the organization - to other
never blaming other people, external
people, external factors, and good luck.
factors, or bad luck
9. Level 5 Leadership
Attribute success to
other than themselves
Look in mirror and
take full responsibility
for poor decisions
Many people have the
potential to evolve
into Level 5
10. There are going to be times when we can`t wait for somebody. Now, you are
either on the bus or off the bus. -Ken Kesey
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Level 5 First Who…
First Who… Confront the Hedgehog Culture of Technology
Then What
Leadership Then What Brutal Facts Concept Discipline Accelerators
Disciplined People Disciplined Thought Disciplined Action
11. First Who . . . Then What
Leaders began the
transformation by
first getting the
right people on the
bus (and the
wrong people off
the bus).
“Who” questions came before “what”
decisions - before vision, strategy,
organization structure, and tactics.
12. First Who . . . Then What
Leaders were rigorous, not ruthless in
people decisions.
Three practical disciplines for being
rigorous:
When in doubt, don’t hire
When you know you need to make a
people decision, act
Put your best people
on your best
opportunities, not
biggest problems
13. First Who . . . Then What
Management teams debate vigorously
to find best answers, yet unify behind
decisions.
“Right” person has
more to do with
character traits and
innate capabilities
than with knowledge,
background, or skills.
14. There is no worse mistake in public leadership than to hold out false
hopes soon to be swept away… -Winston S. Churchill
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Confront the
Level 5 First Who… Confront the Hedgehog Culture of Technology
Leadership Then What BrutalFacts Concept Discipline Accelerators
Brutal Facts
Disciplined People Disciplined Thought Disciplined Action
15. Confront the Brutal Facts
Setting off on the path
to greatness requires
confronting the brutal
facts of current reality.
Must create a culture
wherein people have a
tremendous opportunity
to be heard and,
ultimately, for the truth
to be heard.
16. Confront the Brutal Facts
Four basic practices:
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
17. Confront the Brutal Facts
Stockdale Paradox:
Retain absolute faith
that you can and will
prevail in the end,
AND at the same time
confront the most
brutal facts of your
current reality,
whatever they might
be.
18. Know Thyself .
-Scribes Of Delphi
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Hedgehog
Level 5 First Who… Confront the Hedgehog Culture of Technology
Leadership Then What Brutal FactsConcept Discipline Accelerators
Concept
Disciplined People Disciplined Thought Disciplined Action
19. Hedgehog Concept
Hedgehogs simplify a
complex world into a
single organizing idea, a
basic principle or
concept that unifies and
guides everything.
Hedgehogs see what is
essential, and ignore the
rest.
20. Hedgehog Concept
The Hedgehog Concept is a deep
understanding of three intersecting
circles translated into a simple,
crystalline concept:
What you are deeply
passionate about
What you can be best
in the world at
What drives your
economic engine
21. Hedgehog Concept
Simplicity
What you are deeply within
passionate about the three
circles
What you can What drives
be the best in your
the world at economic
engine
22. Hedgehog Concept
Getting the Hedgehog Concept takes an
average of four years.
It is an iterative process by The Council:
The right people
Engaged in vigorous
dialogue and debate
Infused with the
brutal facts
Guided by questions
formed by the three
circles
23. Hedgehog Concept
All Guided by An Iterative
Ask Questions
the Three Circles Process
Autopsies The Dialogue &
& Analysis Council Debate
Executive
Decisions
24. Freedom is only part of the story and half the truth…That is why I
recommend that the Statue of Liberty on the East Coast be supplant
by a Statue of Responsibility on the west coast. -Victor E. Frankel
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Culture of
Level 5 First Who… Confront the Hedgehog Culture of Technology
Leadership Then What Brutal Facts Concept Discipline
Discipline Accelerators
Disciplined People Disciplined Thought Disciplined Action
25. Culture of Discipline
Getting disciplined people
who engage in disciplined
thought and who then take
disciplined action,
fanatically consistent with
three circles
People who “rinse their
cottage cheese”
Not about a tyrant who
disciplines
26. Culture of Discipline
Involves a duality.
Requires people who
adhere to a consistent
system.
Gives people freedom and
responsibility within
framework of that system.
27. Culture of Discipline
Includes willingness to shun opportunities
that fall outside the three circles.
Budgeting is to decide which arenas fit
Hedgehog Concept and should be fully funded
and which should not be funded at all.
“Stop doing” lists are
more important than “to
do” lists.
“Anything that does not
fit with our Hedgehog
Concept, we will not do.”
28. Most men would rather die, than think many Do. -Bertrand Russel
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Technology
Level 5 First Who… Confront the Hedgehog Culture of Technology
Accelerators
Leadership Then What Brutal Facts Concept Discipline Accelerators
Disciplined People Disciplined Thought Disciplined Action
29. Technology Accelerators
Good-to-greats avoid technology fads and
bandwagons.
Yet they often become pioneers in the
application of carefully selected
technologies.
Does it fit directly with
your Hedgehog Concept?
Good-to-greats used
technology as an
accelerator of momentum,
not a creator of it.
30. Technology Accelerators
Technology by itself is never a root cause of
either greatness or decline.
“Crawl, walk, run”
can be a very
effective approach,
even during times of
rapid and radical
technological
change.
31. Revolution means turning the wheel. -Igor Stravinsky
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Disciplined People Disciplined Thought Disciplined Action
Flywheel
32. The Flywheel
Good-to-great
transformations never
happened in one fell
swoop.
There was no single defining action, no
grand program, no one killer innovation, no
solitary lucky break, no miracle moment.
Instead they followed a predictable pattern
of buildup and breakthrough.
Like pushing on a giant, heavy flywheel, it
takes a lot of effort to get the thing moving at
all, but . . .
33. The
Flywheel
With persistent pushing . . .
In a consistent direction . . .
Over a long period of time . . .
The flywheel builds momentum eventually hitting a
point of breakthrough.
In good-to-great companies problems of
commitment, alignment, motivation, and change
largely take care of themselves.
Alignment follows from results and momentum,
not the other way around.
34. Good to Great
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Level 5 First Who… Confront the Hedgehog Culture of Technology
Leadership Then What Brutal Facts Concept Discipline Accelerators
Disciplined People Disciplined Thought Disciplined Action