This summary provides the key insights from the book "Built to Last: Successful Habits of Visionary Companies" by Jerry Porras and Jim Collins. The authors studied 18 visionary companies to understand what separates truly exceptional companies from others. They found that visionary companies preserve their core ideology while allowing other aspects to change over time. These companies also set ambitious long-term goals, have cult-like cultures where everyone buys into the core values, try many new ideas and keep what works, promote from within, and continually strive for improvement rather than being satisfied with the status quo. The book aims to understand the timeless principles rather than trends that make some companies able to thrive for decades.
Here\'s a presentation that I gave to Pivotal Advisors\' Sales Leader Group. It showed how they could up their sales team\'s game with purposeful LinkedIn usage.
This document discusses LinkedIn's passive recruiting strategy and solutions for 2012. It explains that passive candidates, who make up over 80% of the talent pool, require a different approach than active candidates. The strategy involves building your company brand on LinkedIn to warm up and inform passive candidates, then advertising jobs to reach the most qualified passive and active talent. Key solutions mentioned are LinkedIn Career Pages to promote your company culture, LinkedIn Job Slots to post jobs flexibly, and LinkedIn Recruiter to efficiently search profiles and engage candidates. ROI and client success are also briefly touched on.
The document discusses a research program called "Sustainable Organisation Performance" that focuses on three themes: stewardship, leadership and governance; future-fit organisations; and building HR capability. The program aims to provide insight, thought leadership, and practical guidance on these topics through ongoing research. It also encourages involvement and discusses membership benefits for receiving updates.
The document summarizes a study on the best companies for leadership in 2011. It found that these companies followed four practices to support meaningful innovation: 1) creating a culture of innovation that invites new ideas, 2) enabling organizational agility, 3) setting the stage for innovation by discussing customer needs, and 4) focusing on collaboration. Effective leadership is also key to driving innovation by clarifying strategies and eliciting ideas from diverse teams.
The New Workplace: Creating the 21st Century Businessbridgitts
The document discusses the changing nature of the modern workplace and strategies for success. It emphasizes that (1) innovation, leadership, and collaboration are key priorities, (2) old rules are no longer effective and companies must focus on the present, and (3) embedding innovation in company culture and developing strong leadership are important for staying competitive.
How Women Have Changed Norways BoardroomsAnil Mishra
The document summarizes findings from interviews with Norwegian board members and chairs about the impact of gender diversity on corporate boards in Norway. Key points include:
- Women provide identifiable benefits to boards such as demanding more facts, being more independent, and less focused on prestige than men.
- Most women need support to enter boards successfully, through encouragement, coaching, and help making men feel comfortable.
- Leading a diverse board is more difficult for the chair, requiring more preparation, management of group dynamics, and ensuring all members feel valued.
Here\'s a presentation that I gave to Pivotal Advisors\' Sales Leader Group. It showed how they could up their sales team\'s game with purposeful LinkedIn usage.
This document discusses LinkedIn's passive recruiting strategy and solutions for 2012. It explains that passive candidates, who make up over 80% of the talent pool, require a different approach than active candidates. The strategy involves building your company brand on LinkedIn to warm up and inform passive candidates, then advertising jobs to reach the most qualified passive and active talent. Key solutions mentioned are LinkedIn Career Pages to promote your company culture, LinkedIn Job Slots to post jobs flexibly, and LinkedIn Recruiter to efficiently search profiles and engage candidates. ROI and client success are also briefly touched on.
The document discusses a research program called "Sustainable Organisation Performance" that focuses on three themes: stewardship, leadership and governance; future-fit organisations; and building HR capability. The program aims to provide insight, thought leadership, and practical guidance on these topics through ongoing research. It also encourages involvement and discusses membership benefits for receiving updates.
The document summarizes a study on the best companies for leadership in 2011. It found that these companies followed four practices to support meaningful innovation: 1) creating a culture of innovation that invites new ideas, 2) enabling organizational agility, 3) setting the stage for innovation by discussing customer needs, and 4) focusing on collaboration. Effective leadership is also key to driving innovation by clarifying strategies and eliciting ideas from diverse teams.
The New Workplace: Creating the 21st Century Businessbridgitts
The document discusses the changing nature of the modern workplace and strategies for success. It emphasizes that (1) innovation, leadership, and collaboration are key priorities, (2) old rules are no longer effective and companies must focus on the present, and (3) embedding innovation in company culture and developing strong leadership are important for staying competitive.
How Women Have Changed Norways BoardroomsAnil Mishra
The document summarizes findings from interviews with Norwegian board members and chairs about the impact of gender diversity on corporate boards in Norway. Key points include:
- Women provide identifiable benefits to boards such as demanding more facts, being more independent, and less focused on prestige than men.
- Most women need support to enter boards successfully, through encouragement, coaching, and help making men feel comfortable.
- Leading a diverse board is more difficult for the chair, requiring more preparation, management of group dynamics, and ensuring all members feel valued.
Ravi Kumar founded DilSeBol, a company that customizes merchandise like t-shirts and mugs with designs provided by customers. He was motivated by similar successful ventures in the US and felt the concept could work in India as internet usage was growing. DilSeBol allows customers to upload designs and complete the ordering process online. Ravi hopes TiE Chennai can help creative entrepreneurs like him access potential investors and customers.
Pravin Shekar is a serial entrepreneur who starts new ventures every few years. What began as part-time work led to multiple market research companies. His current company, Krea, specializes in healthcare market research. As a TiE Chennai member, Pravin mentors
The document discusses how to lay a solid foundation for a successful magazine by understanding the target audience, building a reliable business model, and strengthening relationships with readers and partners. It also addresses the challenges modern publishers face in the information age, such as competing with user-generated content and facilitating community discussions online. Publishers must adapt to changing audience needs and make effective use of new technologies.
This class will cover some of the key considerations social entrepreneurs face when launching and growing their social enterprise. Emphasis will be placed on operational, human, legal and marketing considerations.
This document provides an overview of the Strategic Innovation Leverage and Alignment (SILA) framework. SILA is concerned with how the different elements of an organization fit together to support innovation success. These elements include corporate strategy, innovation strategy, organizational culture, and how they are aligned. The document outlines the inputs, tasks, deliverables, and tools involved in conducting a SILA analysis to assess strategic alignment and develop plans to improve areas of misalignment. The goal is to help organizations leverage innovation strategically by ensuring cultural and strategic support across the business.
Introduction
A company's culture is described as the personality of an organization. It guides how employees think, act, and feel at work. Research has shown that great workplaces have lower voluntary employee turnover than their competitors, are able to recruit the best employees, provide top quality customer service and create innovative products. We will discuss the importance of employee-employer culture fit on job satisfaction. You will learn to evaluate how well you fit your company’s culture and how this affects your career growth.
Connect with me at linkd.in/hdelcastillo for more information regarding upcoming courses to lead innovation to create value within your company, or prepare for an AIPMM certification, and earn PDUs.
Let me know how I can help you create and implement a product strategy and product planning process successfully within your organization to drive business growth.
The document discusses the need for management innovation in organizations facing changing pressures from digitalization, resource adaptation, and humanization. It argues the current management model may no longer fully harness human potential and questions long-standing practices. Management innovation is presented as a new framework to substantially alter how management is carried out through novel principles, systemic changes, and ongoing rapid invention. Examples from Google and WL Gore are given of alternative approaches aimed at flexibility, variety, activism, meaning, and serendipity.
The document discusses the importance of leading from within for organizations to remain globally competitive. It argues that while leadership is important, organizations also need their entire workforce to develop a "winning mind" and lead from within by taking initiative, being accountable, and making decisions that further the organization's growth. By investing in developing and empowering all employees to lead from within, organizations can build solid foundations and push forward with their visions more effectively than relying only on those in formal leadership roles. Leading from within is presented as a critical yet often overlooked aspect of leadership that applies to individuals at all levels of an organization.
Tijdens de Web Winkel Vakdagen lanceerde Shopping 2020, een onderzoeksprogramma geïnitieerd door Thuiswinkel.org, het boek Shopping Tomorrow. Ruim 660 experts uit de retail-, reis- en financiële industrie werkten mee.
Het boek Shopping Tomorrow is het resultaat van twee jaar onderzoek en praktijkervaring van dertig expertgroepen die de volledige e-commercesector in Nederland vertegenwoordigen.
Samen met Adobe schreven wij met experts van bedrijven zoals KPN, Miss Etam en HEMA, verenigd in de expertgroep Branding & Experience, het hoofdstuk over hoe branding en experience eruit ziet in 2020. Deze presentatie is een kleine sneak preview. Lees verder op onze website:
http://www.vodwdigital.nl/sneak-preview-boek-shopping-tomorrow-branded-experiences/
The document discusses how successful companies develop a vision consisting of a core ideology and envisioned future. The core ideology includes core values and purpose that remain fixed, while strategies adapt. It provides examples of core values and explains that the purpose is the company's reason for existing. The envisioned future includes a "Big Hairy Audacious Goal" for 10-30 years and vivid descriptions of achieving that goal. Developing an inspiring yet attainable vision in this way allows companies to manage continuity and change for enduring success.
Design on a scalable, state-based, front-end application architecture to manage business logic and control flow. We'll synthesize a number of programming patterns to help you decouple not only views and data, but also navigation paradigms and transitions between states to keep your product agile and moving forward without having to refactor.
1. Vision dictates mission which determines strategy and goals to achieve objectives through tactics and resources.
2. Vision is future-oriented while mission focuses on the present. Vision defines the ideal future while mission is the plan to get there.
3. Elements of a strategic vision include core values and beliefs, purpose as the guiding philosophy, and a mission and vivid description as the tangible image that inspires action toward the vision.
Radical Candor: No BS, helping your team create better work.Digital Surgeons
Inspired by Google's Kim Scott, the Digital Surgeons team adapts Radical Candor to fit with their agile & innovative approach to designing the future of experiences.
Source: Candor, Inc.
http://www.radicalcandor.com/
Better Twitch Broadcasting through Rapid Prototyping & Human Centered DesignDigital Surgeons
LIVESTREAMING IS BECOMING MAINSTREAM.
Human Centered Design is more than just another buzzword.
Players are now both the producers and the consumers of video content, creating new challenges and opportunities for publishers and brands.
The eSports industry is turning gaming into a lucrative spectator sport; over 200 million viewers in 2014 with over 3.7 billion hours watched.
The rise of Youtube Gaming, Periscope, and the $970m acquisition of Twitch show both the potential and popularity of streaming in the gaming community.
TWITCH HAS CHANGED THE GAME.
Twitch accounts for more than 43% of all live video-streaming traffic by volume.
BRANDS AND PUBLISHERS ARE STARTING TO SEE THE VALUE.
-Red Bull Twitch ’n Ride - the Red bull Twitch channel has 65,000+ followers
-Old Spice Nature Man - this Twitch campaign alone earned Old Spice over 32,000 followers
-Coca-Cola - partnering with League of Legends
Snickers - partnering with Twitch for their “You’re not You” campaign
WE FAIL FAST, EARLY, AND INEXPENSIVELY IN ORDER TO ARRIVE AT HUMAN CENTERED SOLUTIONS.
“GREAT DESIGN ALLOWS PEOPLE TO ACCOMPLISH THE SAME GOALS IN THE LEAST AMOUNT OF MOVES.”
DAN SAFFER
Author of Microinteractions: Designing with Details
eSports is changing the way we compete - http://esports.digitalsurgeons.com/
"Built to last" Business Classics Presentation by Mr.James C.Collins & Mr.Jer...Aegis Global Academy
The document provides an overview of the book "Built to Last" which studies 18 visionary companies and their practices. It examines what makes these companies successful over long periods of time, contrasting them with comparison companies. Some of the key findings include that visionary companies are "clock builders rather than time tellers", emphasizing core values and progressive change. They also establish "Big Hairy Audacious Goals" and cultivate cult-like cultures focused on experimentation and developing future leadership from within.
The document discusses the visions and missions of the top 100 companies on the Fortune Global 500 list. It provides examples of visions, which describe where companies want to go, and missions, which describe the purpose and goals of the companies. The visions generally focus on leadership, performance, and innovation, while the missions often discuss the products/services provided and benefits for customers, shareholders, and society.
This document provides a process and checklist for developing an effective digital strategy. It outlines common barriers to digital strategy such as alignment, skills, silos, metrics, resources, culture and regulations. The process involves identifying a catalyst, building leadership support and a team, conducting research, co-creating a strategy, synthesizing it, gaining alignment, and implementing the strategy. Following this process can help brands adapt to digital disruptions and remain relevant.
You’re not the expert. Your customers are, and who your customer is, is changing rapidly. Learn more about the digital consumer, how to bring new life to your customer experience, and inspire your team with workshop activities. Take a deeper look into the key drivers of your business, reinvigorate your customer experience, and gain insight from one of the newest inspiring entrepreneurs, who built his business around an out-of-the-ordinary customer experience. Why not create an experience that will leave your customers talking and sharing your brand with everyone? These musings were gathered after attending the Next Generation Customer Experience Conference in San Diego, March 2015.
This Altimeter Group webinar explores the findings of our latest research report on digital transformation. Attendees will learn what digital transformation is, how companies are embracing change, the challenges and opportunities that emerge throughout the process, and how to refocus and reorganize teams to modernize, optimize, and integrate digital touchpoints.
Watch the webinar: https://www.slideshare.net/Altimeter/webinar-digital-transformation-with-brian-solis
Download the related report: altimetergroup.com/digitaltransformation/
The document provides an overview of the book "Built to Last" which analyzes characteristics of 18 visionary companies that have achieved long-term success. It finds that visionary companies are focused on preserving their core values and purpose while continuously stimulating progress, rather than just profits. They also develop leadership from within and set ambitious goals to constantly improve.
The document summarizes key chapters from the book "Built to Last" by Jim Collins. It discusses that visionary companies are built to last far beyond single leaders or products by carefully preserving their core ideology while continuously driving progress. They develop cult-like cultures around their ideology and grow management from within rather than hiring outsiders. Visionary companies also pursue ambitious long-term goals and continually try new approaches to improve.
Ravi Kumar founded DilSeBol, a company that customizes merchandise like t-shirts and mugs with designs provided by customers. He was motivated by similar successful ventures in the US and felt the concept could work in India as internet usage was growing. DilSeBol allows customers to upload designs and complete the ordering process online. Ravi hopes TiE Chennai can help creative entrepreneurs like him access potential investors and customers.
Pravin Shekar is a serial entrepreneur who starts new ventures every few years. What began as part-time work led to multiple market research companies. His current company, Krea, specializes in healthcare market research. As a TiE Chennai member, Pravin mentors
The document discusses how to lay a solid foundation for a successful magazine by understanding the target audience, building a reliable business model, and strengthening relationships with readers and partners. It also addresses the challenges modern publishers face in the information age, such as competing with user-generated content and facilitating community discussions online. Publishers must adapt to changing audience needs and make effective use of new technologies.
This class will cover some of the key considerations social entrepreneurs face when launching and growing their social enterprise. Emphasis will be placed on operational, human, legal and marketing considerations.
This document provides an overview of the Strategic Innovation Leverage and Alignment (SILA) framework. SILA is concerned with how the different elements of an organization fit together to support innovation success. These elements include corporate strategy, innovation strategy, organizational culture, and how they are aligned. The document outlines the inputs, tasks, deliverables, and tools involved in conducting a SILA analysis to assess strategic alignment and develop plans to improve areas of misalignment. The goal is to help organizations leverage innovation strategically by ensuring cultural and strategic support across the business.
Introduction
A company's culture is described as the personality of an organization. It guides how employees think, act, and feel at work. Research has shown that great workplaces have lower voluntary employee turnover than their competitors, are able to recruit the best employees, provide top quality customer service and create innovative products. We will discuss the importance of employee-employer culture fit on job satisfaction. You will learn to evaluate how well you fit your company’s culture and how this affects your career growth.
Connect with me at linkd.in/hdelcastillo for more information regarding upcoming courses to lead innovation to create value within your company, or prepare for an AIPMM certification, and earn PDUs.
Let me know how I can help you create and implement a product strategy and product planning process successfully within your organization to drive business growth.
The document discusses the need for management innovation in organizations facing changing pressures from digitalization, resource adaptation, and humanization. It argues the current management model may no longer fully harness human potential and questions long-standing practices. Management innovation is presented as a new framework to substantially alter how management is carried out through novel principles, systemic changes, and ongoing rapid invention. Examples from Google and WL Gore are given of alternative approaches aimed at flexibility, variety, activism, meaning, and serendipity.
The document discusses the importance of leading from within for organizations to remain globally competitive. It argues that while leadership is important, organizations also need their entire workforce to develop a "winning mind" and lead from within by taking initiative, being accountable, and making decisions that further the organization's growth. By investing in developing and empowering all employees to lead from within, organizations can build solid foundations and push forward with their visions more effectively than relying only on those in formal leadership roles. Leading from within is presented as a critical yet often overlooked aspect of leadership that applies to individuals at all levels of an organization.
Tijdens de Web Winkel Vakdagen lanceerde Shopping 2020, een onderzoeksprogramma geïnitieerd door Thuiswinkel.org, het boek Shopping Tomorrow. Ruim 660 experts uit de retail-, reis- en financiële industrie werkten mee.
Het boek Shopping Tomorrow is het resultaat van twee jaar onderzoek en praktijkervaring van dertig expertgroepen die de volledige e-commercesector in Nederland vertegenwoordigen.
Samen met Adobe schreven wij met experts van bedrijven zoals KPN, Miss Etam en HEMA, verenigd in de expertgroep Branding & Experience, het hoofdstuk over hoe branding en experience eruit ziet in 2020. Deze presentatie is een kleine sneak preview. Lees verder op onze website:
http://www.vodwdigital.nl/sneak-preview-boek-shopping-tomorrow-branded-experiences/
The document discusses how successful companies develop a vision consisting of a core ideology and envisioned future. The core ideology includes core values and purpose that remain fixed, while strategies adapt. It provides examples of core values and explains that the purpose is the company's reason for existing. The envisioned future includes a "Big Hairy Audacious Goal" for 10-30 years and vivid descriptions of achieving that goal. Developing an inspiring yet attainable vision in this way allows companies to manage continuity and change for enduring success.
Design on a scalable, state-based, front-end application architecture to manage business logic and control flow. We'll synthesize a number of programming patterns to help you decouple not only views and data, but also navigation paradigms and transitions between states to keep your product agile and moving forward without having to refactor.
1. Vision dictates mission which determines strategy and goals to achieve objectives through tactics and resources.
2. Vision is future-oriented while mission focuses on the present. Vision defines the ideal future while mission is the plan to get there.
3. Elements of a strategic vision include core values and beliefs, purpose as the guiding philosophy, and a mission and vivid description as the tangible image that inspires action toward the vision.
Radical Candor: No BS, helping your team create better work.Digital Surgeons
Inspired by Google's Kim Scott, the Digital Surgeons team adapts Radical Candor to fit with their agile & innovative approach to designing the future of experiences.
Source: Candor, Inc.
http://www.radicalcandor.com/
Better Twitch Broadcasting through Rapid Prototyping & Human Centered DesignDigital Surgeons
LIVESTREAMING IS BECOMING MAINSTREAM.
Human Centered Design is more than just another buzzword.
Players are now both the producers and the consumers of video content, creating new challenges and opportunities for publishers and brands.
The eSports industry is turning gaming into a lucrative spectator sport; over 200 million viewers in 2014 with over 3.7 billion hours watched.
The rise of Youtube Gaming, Periscope, and the $970m acquisition of Twitch show both the potential and popularity of streaming in the gaming community.
TWITCH HAS CHANGED THE GAME.
Twitch accounts for more than 43% of all live video-streaming traffic by volume.
BRANDS AND PUBLISHERS ARE STARTING TO SEE THE VALUE.
-Red Bull Twitch ’n Ride - the Red bull Twitch channel has 65,000+ followers
-Old Spice Nature Man - this Twitch campaign alone earned Old Spice over 32,000 followers
-Coca-Cola - partnering with League of Legends
Snickers - partnering with Twitch for their “You’re not You” campaign
WE FAIL FAST, EARLY, AND INEXPENSIVELY IN ORDER TO ARRIVE AT HUMAN CENTERED SOLUTIONS.
“GREAT DESIGN ALLOWS PEOPLE TO ACCOMPLISH THE SAME GOALS IN THE LEAST AMOUNT OF MOVES.”
DAN SAFFER
Author of Microinteractions: Designing with Details
eSports is changing the way we compete - http://esports.digitalsurgeons.com/
"Built to last" Business Classics Presentation by Mr.James C.Collins & Mr.Jer...Aegis Global Academy
The document provides an overview of the book "Built to Last" which studies 18 visionary companies and their practices. It examines what makes these companies successful over long periods of time, contrasting them with comparison companies. Some of the key findings include that visionary companies are "clock builders rather than time tellers", emphasizing core values and progressive change. They also establish "Big Hairy Audacious Goals" and cultivate cult-like cultures focused on experimentation and developing future leadership from within.
The document discusses the visions and missions of the top 100 companies on the Fortune Global 500 list. It provides examples of visions, which describe where companies want to go, and missions, which describe the purpose and goals of the companies. The visions generally focus on leadership, performance, and innovation, while the missions often discuss the products/services provided and benefits for customers, shareholders, and society.
This document provides a process and checklist for developing an effective digital strategy. It outlines common barriers to digital strategy such as alignment, skills, silos, metrics, resources, culture and regulations. The process involves identifying a catalyst, building leadership support and a team, conducting research, co-creating a strategy, synthesizing it, gaining alignment, and implementing the strategy. Following this process can help brands adapt to digital disruptions and remain relevant.
You’re not the expert. Your customers are, and who your customer is, is changing rapidly. Learn more about the digital consumer, how to bring new life to your customer experience, and inspire your team with workshop activities. Take a deeper look into the key drivers of your business, reinvigorate your customer experience, and gain insight from one of the newest inspiring entrepreneurs, who built his business around an out-of-the-ordinary customer experience. Why not create an experience that will leave your customers talking and sharing your brand with everyone? These musings were gathered after attending the Next Generation Customer Experience Conference in San Diego, March 2015.
This Altimeter Group webinar explores the findings of our latest research report on digital transformation. Attendees will learn what digital transformation is, how companies are embracing change, the challenges and opportunities that emerge throughout the process, and how to refocus and reorganize teams to modernize, optimize, and integrate digital touchpoints.
Watch the webinar: https://www.slideshare.net/Altimeter/webinar-digital-transformation-with-brian-solis
Download the related report: altimetergroup.com/digitaltransformation/
The document provides an overview of the book "Built to Last" which analyzes characteristics of 18 visionary companies that have achieved long-term success. It finds that visionary companies are focused on preserving their core values and purpose while continuously stimulating progress, rather than just profits. They also develop leadership from within and set ambitious goals to constantly improve.
The document summarizes key chapters from the book "Built to Last" by Jim Collins. It discusses that visionary companies are built to last far beyond single leaders or products by carefully preserving their core ideology while continuously driving progress. They develop cult-like cultures around their ideology and grow management from within rather than hiring outsiders. Visionary companies also pursue ambitious long-term goals and continually try new approaches to improve.
The document discusses six principles of business success according to John Spence's book Awesomely Simple: 1) having a vivid vision with a clear mission, values, and vision statement; 2) having the best people by implementing strong talent management; 3) robust communication through open dialogue and constructive conflict; 4) a sense of urgency to move quickly; 5) disciplined execution of strategic priorities; and 6) extreme customer focus through understanding customer needs and expectations. It provides examples for each principle and emphasizes the importance of applying these principles to achieve lasting business success.
The document discusses six principles of business success according to John Spence's book Awesomely Simple: 1) having a vivid vision with a clear mission, values, and vision statement; 2) having the best people by implementing strong talent management; 3) robust communication through open dialogue and constructive conflict; 4) a sense of urgency to move quickly; 5) disciplined execution of strategic priorities; and 6) extreme customer focus through understanding customer needs and expectations. It provides examples for each principle and emphasizes the importance of applying these principles to achieve lasting business success.
Twenty was founded with the goal of creating a distinctive management model from the start. The founders spent time defining the company's values and culture to make it a worthwhile place to work. The three core values that were developed are: 1) "Life's short" - get things done quickly by only hiring proven experts, 2) "Crystal clear" - have transparency and no politics, and 3) "Be eclectic" - celebrate diversity. These values helped guide the startup and provided direction for initial hiring. Despite launching during a recession, the company grew rapidly and was profitable by its second year, reaching 40 employees across eight segments by mid-2011.
GROWTH AT WORK: The Benefits of Building Entrepreneurial Environmentsled4lgus
Entrepreneurial environments within organizations provide significant benefits. They stretch organizations beyond traditional boundaries, empowering them to create new market opportunities and mobilize resources accordingly. Entrepreneurial companies motivate employees to take calculated risks and pursue new ideas. While barriers to developing entrepreneurial cultures exist, organizations can overcome them by focusing on direction, architecture, and behaviors. Effective strategies include leadership commitment, incentives, employee flexibility, embracing failures, and workspace design. Leaders who champion entrepreneurship and provide resources for new ideas can foster the collaborative risk-taking cultures that enable breakthrough innovation.
1) The document discusses key areas that organizations should focus on to become remarkable, including treating people well, attracting and retaining talent, and promoting a culture of ownership.
2) Remarkable organizations create growth opportunities for all employees through formal leadership roles and spaces for self-directed learning.
3) Other characteristics of remarkable organizations discussed are providing flexible work schedules, trusting employees, and fostering an organic and communicative work environment.
Great organizations think differently in three key ways:
1) They have shared visions, goals, and core values as well as game-changing breakthrough leaders.
2) They employ innovative business models focused on customer focus, flexibility, HR practices, exploiting opportunities, and corporate responsibility.
3) Leaders consider multiple factors like an individual's talents and intelligence to effectively achieve shared visions and invite commitment through demonstrating their own example.
Companies that have prospered over long periods of time through multiple product life cycles and several generations of leadership. six years of intensive, qualitative research on what makes winning companies exceptional and different including their practices and habits.
This document discusses seven principles for developing a culture that works: vision, values, best practices, people, stories, environment, and execution. It provides examples of companies that exemplify each principle, such as Nordstrom for customer service and Ford for excellence. The principles emphasize developing a shared vision and values, baking best practices into processes, focusing on leadership development, using stories to engage employees, inspecting the environment, and establishing accountability. The goal is to analyze these principles and develop a culture aligned with an organization's goals that improves performance.
Drawing upon a six-year research project at the Stanford University Graduate School of Business, James C. Collins and Jerry I. Porras took eighteen truly exceptional and long-lasting companies and studied each in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day -- as start-ups, as midsize companies, and as large corporations. Throughout, the authors asked: "What makes the truly exceptional companies different from the comparison companies and what were the common practices these enduringly great companies followed throughout their history?"
Filled with hundreds of specific examples and organized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building organizations that will prosper long into the 21st century and beyond.
The Great India Startup Business Development Conference & Show; A National Convention for Startup Business & Entrepreneurship Bangalore April 20, 13 To register: www.thegreatindiashow.net/register
Idealism and commercialism are not polar opposites. In fact, as counterintuitive as it may seem, sustainable profits are supported by sustainable idealism. Brand owners should not have to choose between idealism and profit, and profits based on a degree of idealism are more likely to be strong and sustainable over time. Businesses have come to recognize this and want their objectives, and those of their brands, to be attractive and easily defensible. While the economic crisis has tested some companies’ resolve, the fundamental factors that encourage them to espouse inspiring missions and defensible practices are unlikely to wane. Ogilvy has developed The big ideaL process to convey the ethos of the brand or company to people from different cultures and to employees and consumers alike.
1) Private equity firms often struggle with hiring the right executives to lead their portfolio companies. Poor executive hires can significantly lag company performance and cause the need to replace CEOs multiple times.
2) The article provides 10 commandments for private equity firms to follow to improve their success in hiring high performing executives. These include hiring a dedicated HR resource, developing a clear understanding of the key drivers of success for each role before beginning a search, tracking the performance of past searches, and using executive coaching.
3) When interviewing candidates, firms are advised to ask behavioral questions to assess cultural fit and track record, create feedback processes, and have finalists present their plan to meet objectives for thorough vetting before
The document discusses the key components of building a vision for a company, including core ideology, envisioned future, and big hairy audacious goals (BHAGs). It states that the core ideology provides guidance and consistency, while the envisioned future outlines ambitious 10-30 year goals. Developing a compelling vision involves discovering the core ideology by looking inside the organization, and creating a vivid description of achieving a BHAG to stimulate progress. While the envisioned future may not be perfectly realized, setting audacious goals builds organizational strength to create the future. Maintaining a vision requires 1% new vision and 99% ongoing alignment through recasting the vision over time.
There is a lot of talk about creating “category-defining companies” in the modern business world. Brady Bohrmann of Avalon Ventures defines four common characteristics in the founders of truly category-defining companies, passion sitting at the top of the list.
Corporate entrepreneurship refers to entrepreneurial behavior within existing organizations. It includes activities such as internal corporate venturing, intrapreneurship, and bending industry rules. Large companies are increasingly pursuing corporate entrepreneurship to drive innovation and growth, as standalone startups were once able to provide. Examples of successful corporate entrepreneurship initiatives include new product lines developed within Apple and Amazon bending traditional business models.
This document discusses how companies can foster an organizational culture of innovation. It summarizes a 2010 IBM study that found CEOs see creativity as the most important leadership quality to address increasing business complexity. The study identified three ways for companies to be more innovative: embody creative leadership, reinvent customer relationships, and build operating dexterity. The document argues that applying design thinking, which is rooted in human behavior and needs, allows companies to make strategic decisions based on reality. It also discusses how companies can embody creative leadership by defining a shared purpose rather than a top-down vision, and how design thinking can help organizations be more innovative by making strategies more tangible and communicable.
Similar to Successful habits of visionary companies jim collins, jerry i. porras (20)
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Dive into this presentation and learn about the ways in which you can buy an engagement ring. This guide will help you choose the perfect engagement rings for women.
Garments ERP Software in Bangladesh _ Pridesys IT Ltd.pdfPridesys IT Ltd.
Pridesys Garments ERP is one of the leading ERP solution provider, especially for Garments industries which is integrated with
different modules that cover all the aspects of your Garments Business. This solution supports multi-currency and multi-location
based operations. It aims at keeping track of all the activities including receiving an order from buyer, costing of order, resource
planning, procurement of raw materials, production management, inventory management, import-export process, order
reconciliation process etc. It’s also integrated with other modules of Pridesys ERP including finance, accounts, HR, supply-chain etc.
With this automated solution you can easily track your business activities and entire operations of your garments manufacturing
proces
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
HR search is critical to a company's success because it ensures the correct people are in place. HR search integrates workforce capabilities with company goals by painstakingly identifying, screening, and employing qualified candidates, supporting innovation, productivity, and growth. Efficient talent acquisition improves teamwork while encouraging collaboration. Also, it reduces turnover, saves money, and ensures consistency. Furthermore, HR search discovers and develops leadership potential, resulting in a strong pipeline of future leaders. Finally, this strategic approach to recruitment enables businesses to respond to market changes, beat competitors, and achieve long-term success.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
4 Benefits of Partnering with an OnlyFans Agency for Content Creators.pdfonlyfansmanagedau
In the competitive world of content creation, standing out and maximising revenue on platforms like OnlyFans can be challenging. This is where partnering with an OnlyFans agency can make a significant difference. Here are five key benefits for content creators considering this option:
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night
Call8328958814 satta matka Kalyan result satta guessing➑➌➋➑➒➎➑➑➊➍
Satta Matka Kalyan Main Mumbai Fastest Results
Satta Matka ❋ Sattamatka ❋ New Mumbai Ratan Satta Matka ❋ Fast Matka ❋ Milan Market ❋ Kalyan Matka Results ❋ Satta Game ❋ Matka Game ❋ Satta Matka ❋ Kalyan Satta Matka ❋ Mumbai Main ❋ Online Matka Results ❋ Satta Matka Tips ❋ Milan Chart ❋ Satta Matka Boss❋ New Star Day ❋ Satta King ❋ Live Satta Matka Results ❋ Satta Matka Company ❋ Indian Matka ❋ Satta Matka 143❋ Kalyan Night Matka..
Call8328958814 satta matka Kalyan result satta guessing
Successful habits of visionary companies jim collins, jerry i. porras
1. 6/1/2012 Summary - Built to Last: Successful H…
HOME BUSINESS TIPS TOP CONTRIBUTORS SUBMIT A SUMMARY SUBMIT A REVIEW ABOUT US CONTACT US
Ads by Google Book Summary Chapter Books Book Review
QUICK SEARCH SUBSCRIBE VIA RSS
SqueezedBooks - Featured Summary
Y our Home for Business Knowledge Extracted, Compressed & Discussed RECENT BLOGS
A dv an ced Search
Go
Hom e Built to Last: Successful Habits of Visionary Com panies
Squeezed Books Relaunch
Built to Last: Successful Habits of Visionary Companies
Written By: Website Administrator 2-4-2012 Categorized in:
Leadership, Management
{original squeezed contributor: davidw}
Jerry Porras’ and Jim Collins’ Built to Last is a philosophical blueprint based on
research into the development of some of the United States’ most successful
corporations. Recognizing struggling competitors whose businesses disappear after a
period of time, Collins and Porras focus their research towards 18 bona fide,
“visionary” companies and analyze them in accordance with guidelines they’ve set on
what makes a good company. Selection criteria and research between the two authors
was extensive, with attention paid towards companies with average founding dates of
1897 and prior along with a surefire system evaluating companies as start-ups,
midsize companies, and large companies. In the face of sociological events, Porras
and Collins wanted to answer the question “what makes the truly exceptional
companies different from the other companies?” with an emphasis on timeless
management principles instead of trends and innovations like employee
empowerment and shared values.
Porras and Collins learned that their prior beliefs were misfires. During a six year
research process, they “unlearned” much of what they learned with large
corporations’ successes. In place of former beliefs lays a new groundwork for what
exemplifies visionary companies. Here are some of the former myths removed with
their research:
// ]]>
1. A great idea is needed to start companies
2. Visionary organizations need charismatic leaders
3. Maximizing profits is the dominate goal with visionary companies Search Bangkok
4. Visionary companies focus on beating competitors hotels
Instant c onfirmation.
5. Hiring outsiders as CEO’s is the best way to spark an organization Trust Agoda. Save up
to 75% Don't miss out!
Some of the core beliefs Porras and Collins discuss in Built to Last include preserving Agoda.com /Bangk o k _Hot…
a core ideology, the BHAG (Big Hairy Audacious Goals) concept, owning a cult-like
Motivation &
culture, trying new things, refusing the idea of a “great idea” to start a company, and Teambuilding
Power Motivation &
consistent innovation. Preserving a core ideology allows companies to stay in tune
Personal Mastery
with competition through the constant evolution of products. The BHAG (Big Hairy Adding Value -
Individual & Team
Audacious Goals) philosophy encourages organization leaders to conduct paradigm www.qom ps.com .m y
shifts with their products by constantly launching missions, like new products and the
Bursa Lowongan
building of “firsts.” Both authors also dive into the “cult-like culture” mantra, where Cari Lowongan Di
daerahmu? Listing
every single employee in the company must adapt to a leader’s vision and become Lowongan lengkap
cohesive and non-fragmented to survive. Porras and Collins provide the examples of disini
www.be rniaga.com /care e r
fantastic department store sales people and companies’ devotion to technological
products as milestones. Marketing Manager
Degrees
Other philosophies described in Built to Last include constant innovation, “refusing Earn Marketing Skills &
Credentials w/a
the idea of a great idea”, and embracing evolution. According to the authors, Masters (MBA) in
Marketing!
innovating allows companies to keep products and services updated to beat the EducationDe gre e Source .c…
competition. They use Boeing Engineering as an example of an innovative leader and
rival McDonnell Douglas as a company struggling to meet industry standards. Porras Book Summary
squeezedbooks.com/…/built-to-last-su… 1/5
2. 6/1/2012 Summary - Built to Last: Successful H…
Chapter Books
and Collins denounce the “great idea” based on research that found many past
Book Summaries
founders did not start companies with established ideas (i.e. Hewlett Packard’s Book Review
involvement with failed products prior to discovering electronics as a niche.)
In essence, Built to Last is an analysis of how visionary companies should operate. It
revolves around value arrangement and does not specifically ask companies to fire
employees, remove resources, etc. It asks for companies to assume a workmanlike
culture and keep an eye out for tomorrow and the long term.
Chapter Summaries
Chapter 1 – Best of the Best
This chapter reiterates the author’s intentions of describing visionary companies, not
visionary product concepts, market insights, or visions. Porras and Collins define a
visionary company as a “premier institution in their industries, widely admired by
their peers and having a long track record of making a significant impact on the world
around them.” They define a visionary company as an organization and describe
powerful individual leaders and ideas as inevitably short-lived. Both authors ask
readers to compile a list of visionary companies according to reputation, contribution
to society, life before 1950, and more. Porras and Collins outline their goals of
selecting visionary companies and “comparison companies” that don’t quite match
visionary status.
Chapter 2 – Clock Building, Not Time Telling
In this chapter, Porras and Collins liken the longevity of a company to time telling and
clock building. According to the authors, time telling is “having a great idea or being a
charismatic visionary leader” and clock building is “building a company that can
prosper far beyond the presence of any singer leader and through multiple product
life cycles.” Porras and Collins explain the importance of building an organization’s
“core value system” instead of relying on great product ideas, charismatic leaders,
and paying too much attention to profit. They denounce the idea of charismatic
leaders and explain the “great idea” myth by pointing out Bill Hewlett and Dave
Packard’s ventures into non-electronic products and Masaru Ibuka’s Sony
Corporations brainstorming sessions on which products to make after starting the
company.
Chapter 3- More than Profits
In this chapter, Porras and Collins talk about how important it is to recognize that
core ideology alone does not make a visionary company, since everything around you
is always changing. In order to meet the demands of a changing world, companies
“must be prepared to change everything about itself except its basic beliefs as it
moves through corporate life.” According to the authors, companies must preserve its
core ideology while allowing room for the manifestations of the core ideologies to
change. This means product lines, profit strategies, cultural tactics, and organization
structure can change – but a core ideology should not. “Preserving the core and
stimulating progress” tactics are discussed.
Interlude – No “Tyranny of the Or” (Embrace the “Genius of the
And”)
In this chapter, Porras and Collins make reference to their use of the yin/yang symbol
from Chinese philosophy in order to explain the visionary mentality of not
“oppressing themselves to the tyranny of the OR” – which means hell for those that
cannot live with two contradictory ideas at the same time. According to the authors,
inferior companies hold proclamations such as – “you can invest for the future or do
well in the short-term” and “you can have low cost or high quality.” This limits
companies to a short-minded frame of reference where there is only one choice, but
not both. The authors ask readers to embrace both extremes and to figure out a way
to have both choices. Visionary companies find ways to do well in the short-term and
long-term, rather than sacrifice one for the other. They don’t look for a balance –
rather, acquiring both to the max. The purpose of the yin/yang symbol is to illustrate
this concept.
Chapter 4 – Preserve the Core/Stimulate Progress
squeezedbooks.com/…/built-to-last-su… 2/5
3. 6/1/2012 Summary - Built to Last: Successful H…
This chapter describes the ways companies should do business by being able to adapt
and change over time in response to market conditions. Over time, competencies,
strategies, and goals change but the core ideology must remain intact. One visionary
company Porras and Collins use as an example of one preserving its core is Boeing
and its fleet of 747 jumbo aircrafts. In the 1950s, Boeing ventured into new territory
and took a gamble on building commercial airliners instead of sticking to military
aircraft, which earned most of its profit. As a result, its rival Douglas Aircrafts was left
in the dust.
Both authors sat that the drive for change in a visionary company is internal, where
philosophy takes precedent over external forces like market conditions and profit
motives to make them change. Visionary companies must have the confidence to set
the “big hairy audacious goals” discussed in the next chapter. They also instill
mechanisms in place to preserve the core and stimulate progress.
Chapter 5- Big Hairy Audacious Goals
Chapter 5 discusses a visionary company characteristic of taking risk and “setting
super goals” as a hallmark for success. It starts off with Boeing’s pursuit of the
commercial airline market in the 1950’s, which was underdeveloped and needing a
major player for jet aircrafts. Unlike its rival Douglas Aircraft, who avoided entering
the commercial market, Boeing took a gamble and developed a prototype for the
commercial airliners used today.
This chapter introduces the “BHAG” concept as a way for companies to enhance team
spirit and shooting for goals to become visionary. Porras and Collins describe BHAGs
as nearly impossible, but possible with confidence and a bit of arrogance on behalf of
the company. It stresses high commitment and working outside of a comfort zone.
The Kennedy moon mission is also an example of a BHAG.
Chapter 6 – Cult-like Cultures
Porras and Collins discuss visionary companies as not a great place to work for
everyone. All employees within a visionary company must adapt and embrace the
core values assigned to them in order for the organization to make strides. According
to the authors, visionary companies are demanding of its employees to seek
accomplishment and to follow the core ideology. The authors outline four common
characteristics of cults that apply to the visionary organizational philosophy –
fervently held ideology, indoctrination, tightness of fit, and elitism.
Fervently held ideology – All employees believe strongly in the company
ideology.
Indoctrination – Management is responsible for introducing and encouraging the
proper work culture to employees.
Tightness of fit – Employees not believe in the same ideology should switch
positions or be fired altogether.
Elitism – Recognizing the sense of responsibility that comes from being a
member of a visionary company.
The beginning of Chapter 6 uses Nordstrom as an example of a visionary company
where an interviewer tells an interviewee what is expected of him, in accordance with
the company philosophy of excellent customer service and starting from the bottom
to work your way to the top.
Chapter 7 – Try a Lot of Stuff and Keep What Works
This chapter discusses Porras’ and Collins’ visionary company research and how
they’ve come to the realization experimentation, trial & error, accidents, and
opportunism were ahead of detailed strategic planning. An example of Johnson &
Johnson’s accidental discovery of using talc as a skin soother after customers
complained of skin irritation from medicated plastics they were producing. They sold
packaged “baby powder” soon after. Other example companies include SM getting
into the masking tape business and Walmart introducing people greeters.
Both authors describe opportunistic experimentation through trial and error as a way
to make evolutionary progress. According to Porras and Collins, five ways to make
evolutionary progress includes:
1. Giving ideas a quick try
squeezedbooks.com/…/built-to-last-su… 3/5
4. 6/1/2012 Summary - Built to Last: Successful H…
2. Accept mistakes and letting the weakest die
3. Taking small steps to achieve small failures in order to get ahead
4. Persistence
5. Building a “ticking clock” as described in Chapter 1 to turn the aforementioned
points into a process.
Chapter 8 – Home Grown Management
Porras and Collins describe a characteristic of visionary companies as likely to hire
inside employees to high positions as opposed to other organizations that “hire from
the outside.” This allowed for consistent excellence in leadership from within the
ranks, from employees who have adhered to the company’s core ideology. In the
overall picture, this is a way for companies to preserve the core while stimulating
progress – a mantra discussed in Chapter 4.
To support their claims, both authors cite comparison companies are six times more
likely than visionary companies to hire their CEO from a pool of outside applications.
At visionary companies, only 4% of CEOs came from the outside.
Chapter 9 – Good Enough Never Is
In this chapter, Porras and Collins ask wannabe visionary companies to ask the follow
question: “how can we do better tomorrow than we did today?” instead of lesser
questions posed by lesser companies like “how well are we going” and “how well do we
have to perform in order to meet the competition.” They reject the idea of a “finish
line” and define a visionary company as one who is never satisfied with its results. All
visionary companies hold high standards and reject the practices of comparison
companies that make money off successful products. Porras and Collins stress
investing for the future and adapt to newer ideas and technology earlier than others.
Out of 18 companies researched, 16 were found to drive themselves harder for
improvement.
Chapter 10 – The End of the Beginning
In this chapter, Porras and Collins use the “end of the beginning” concept to explain
how visionary companies translate their core ideologies into the every day workings
of the organization. Core ideology is translated into the strategies, behaviors, business
practices, and goals of the organization. Porras and Collins used Hewlett-Packard as
an example of a “core ideology into practice” organization with their management
methods of providing well defined objectives to employees and allowing them as
much freedom as they wanted to work towards that goal with the intention of
recognizing the individual’s efforts throughout the organization.
Some business practices Porras and Collins explain are paying attention to details,
combining pieces to perform tasks (i.e. employee talents), asking if a practice is
appropriate to a company’s ideology and goals instead of “is this practice good?” and
taking care of misalignments within the organization.
Chapter 11 – Building the Vision
“Building the vision” is a rearrangement of values intended to stimulate progress. It
asks potential visionary organizations to strive for self-improvement day in and day
out and to invest in new technologies and new management methods to take risks
instead of lying back and remaining conservative. An eye should always be kept for
the long term instead of the short term, even when it is hard to do so.
See also
Good to Great
{Editor's Note:
This summary was originally from here and is reproduced here under the terms of
the GNU Free Documentation License 1.2
Note that wikisummaries is not affiliated with Wikipedia.}
Comments (2)
jaxsonsmith #1
Said this on 2-4-2 01 2 at 1 2:51 pm
squeezedbooks.com/…/built-to-last-su… 4/5
5. 6/1/2012 Summary - Built to Last: Successful H…
I loved the quote try alot of stuff and see what works. It is important to constantly
change and adapt to the different changes in the market.
Reply to this Comment
riffraff #2
Said this on 2-4-2 01 2 at 1 2:52 pm
this book is good, it has a plenty of nice examples/anecdotes and interesting ideas.
It has a tendency to repeat the same concept over and over but that is prbably
useful to drive the point home. All in all, good reading.
Reply to this Comment
Change your comment display settings
Post a Comment
* Your Name:
* Your Email:
(n ot pu blic ly displa y ed)
Reply Notification: Email me when someone replies to my comment
Approval Email me when my reply is approved
Notification:
Website:
* Security Image: Generate new
Copy t h e n u m ber s a n d let t er s fr om t h e sec u r it y im a g e:
* Message:
Path:
Click h er e for a list of HT ML t a g s per m it t ed in com m en t s
Submit
Copyright 2012
SqueezedBooks.com - 3 Washington Square Suite 204, Haverhill MA 01835
squeezedbooks.com/…/built-to-last-su… 5/5