SlideShare une entreprise Scribd logo
1  sur  20
Télécharger pour lire hors ligne
Khaleel Rahman
 The main premise of Good to Great is that any
company can become a “great” company by
systematically implementing key principles outlined
in the book by Jim Collins
 Each of the good-to-great companies showed a clear
transition point, after which they showed steady
growth that outpaced the market and their industry
Good To Great - Summary
Disciplined Action
Culture of Discipline The Flywheel
Disciplined Thought
Confront The Brutal Facts Hedgehog Concept
Disciplined People
Level 5 Leadership First Who….Then What
 Level 5 Leadership has two primary components:
 1) Put Level 5 leaders in the most powerful seats.
 Are ambitious first and foremost for the cause, the organization, the
work—not themselves—and they have an iron will to do whatever it
takes to make good on that ambition.
 Practice the window and the mirror.
 A Level 5 leader displays a paradoxical blend of personal humility
and professional will.
 2) Create a Level 5 leadership culture.
 Which values substance over style, integrity over personality, and
results over intentions.
 Cultivate leaders who have all five levels in the Level 5 hierarchy
5 – Level 5 Leadership
 Builds enduring greatness through a paradoxical blend of personal
humility and professional will
4 – Effective Leader
 Catalyzes commitment to and vigorous pursuit of a clear and
compelling vision, stimulating a higher performance standards
3 – Competent Manager
 Organizes people and resources toward the effective and efficient
pursuit of predetermined objectives
2 – Contributing Team Member
 Contributes individual capabilities to the achievement of group
objectives and works effectively with others in a group setting
1 – Highly Capable Individual
 Makes productive contributions through talent, knowledge, skills
and good work habits
Good To Great - Summary
 First Who has four primary components:
 1) Get the right people on the bus.
 Rigorous in our selection process for getting new people on the bus.
 Invest substantial time in evaluating each candidate, making
systematic use of at least three evaluation
devices, e.g., interviews, references, tests.
 2) Get the right people in the right seats.
 Have 100% of the key seats on the bus filled with the right people.
This doesn’t mean 100% of ALL seats have the right people, but 100%
of the key seats
 Whenever possible, give a person the chance to prove himself or
herself in a different seat, before we draw the conclusion that he or
she is a wrong person on the bus.
 3) Get the wrong people off the bus.
 When we know we need to make a people change—after we have
given the individual full opportunity to demonstrate that he or she
might be the right person—we deal with the issue.
 We autopsy our hiring mistakes, applying the lessons systematically
to future hiring decisions.
 4) Put who before what.
 A significant portion of our time is spent in one form or another
with people decisions: getting the right people on the bus, getting
the right people in the right seats, getting the wrong people off
the bus, developing people into bigger seats, planning for
succession, etc.
 If you have the right people on the bus, the problem of how to motivate
and manage people largely goes away. The right people don’t need to
be tightly managed or fired up; they will be self motivated by the inner
drive to produce the best results and to be part of creating something
great.
 If you have the right executives on the bus, they will do everything
within their power to build a great company, not because of what they
will get for it, but because they cannot imagine settling for anything
less. Their moral code requires building excellence for its own sake.
 Compensation and incentives are important, but for very different
reasons in good-to-great companies. The purpose of a compensation
system should not be to get the right behaviours from the wrong
people, but to get the right people on the bus in the first place, and to
keep them there.
 Discipline #1 – When in doubt, don’t hire. Keep looking
 A company should limit its growth based on its ability to hire the best people.
 Discipline #2 – When you know you need to make a people change, act
 The moment you feel the need to tightly manage someone, you’ve made a hiring
mistake. The best people don’t need to be managed. Guided, taught, led – yes, but
not tightly managed
 Letting the wrong people hang around is unfair to the right people, as they inevitably
find themselves compensating for the inadequacies of the wrong people
 Conversely, waiting too long is equally unfair to the wrong people. For every minute
you allow a person to continue, knowing they will not make it in the end, you’re
stealing time that they could spend finding a better place where they would flourish.
 Before moving people (especially if they are talented) out of the organisation, it’s
worth trying them in two or three other positions in the company where they might
blossom. Make sure you don’t simply have the right person, but in the wrong seat.
 Discipline # 3 – Put your best people on the biggest opportunities, not the biggest
problems.
 Confront the Brutal Facts has three primary components:
 1) Create a climate where the truth is heard.
 When things go wrong, we conduct “autopsies without blame”—we seek
to understand underlying root causes, rather than pin the blame on an
individual.
 2) Get the data.
 We make particularly good use of trend lines (to see where we are
declining) and comparative statistics (to see where we are falling behind
others) to discover and highlight brutal facts.
 3) Embrace the Stockdale Paradox.
 Retain unwavering faith that you can and will prevail in the
end, regardless of the difficulties, AND AT THE SAME TIME have the
discipline to confront the most brutal facts of your current
reality, whatever they might be.
 The Hedgehog Concept has three primary components:
 1) Keep it simple—be a hedgehog, not a fox.
 If forced to choose between describing us as foxes (crafty
creatures that know many things) or hedgehogs (simpler
creatures that know one big thing), we would weigh in with
the hedgehogs. We keep it simple.
 We have a simple, coherent strategic concept that we
pursue with relentless consistency.
 If we have multiple options for how to accomplish an
objective, we almost always pick the simplest option that
will work. In other words, at each fork of the road, we tend
toward the path of simplicity, rather than complexity.
 2) Get your three circles right.
 Our Hedgehog Concept reflects deep understanding of the three
circles:
 1) what we can be passionate about,
 2) what we can be the best in world at, and
 3) what best drives our economic or resource engine.
 3) Act with understanding, not bravado.
 Believe that great results come about by a series of good
decisions—actions taken with understanding, not bravado—
accumulated one on top of another, in line with our Hedgehog
Concept.
 What are you deeply
passionate about?
 What are you the best in
the world at?
 What drives your
economic engine?
 A Culture of Discipline has four primary components:
 1) Focus on your Hedgehog.
 We have the discipline to say “No thank you” to big opportunities
that do not fit within our Hedgehog Concept. A “once-in-a-
lifetime opportunity” is irrelevant if it is the wrong opportunity.
 We make excellent use of “Stop Doing” lists.
 2) Build a system of freedom and responsibility within a
framework.
 So long as people stay within the wide bounds of the
framework, they have an immense amount of freedom to
innovate, achieve and contribute.
 3) Manage the system, not the people.
 We do not spend a lot of time motivating our people; we recruit
self-motivated people, and provide an environment that does not
de-motivate them.
 We do not spend a lot of time disciplining our people; we recruit
self-disciplined people, and then manage the system, not the
people.
 4) Practice extreme commitment.
 In our culture, people go to extremes to fulfil their commitments
and deliver results, bordering at times on fanaticism.
 We are equally disciplined in good times as in bad times. We
never allow prosperity to make us complacent.
 The Flywheel has four primary components:
 1) Build cumulative momentum.
 We build greatness by a cumulative process—step by step,
action by action, day by day, week by week, year by year—
turn by turn of the flywheel.
 2) Be relentlessly consistent over time.
 When examining our behaviour, one word that comes to mind
is consistency—consistency of purpose, consistency of values,
consistency of Hedgehog, consistency of high standards,
consistency of people
 3) Create alignment by results, not hoopla.
 We understand that when people begin to feel the
magic of momentum—when they feel the flywheel
increase speed—is when most people line up to throw
their shoulders against the wheel and push.
 4) Avoid the Doom Loop.
 We do not succumb to the lazy, undisciplined search for a single
silver bullet solution—be it a new program, a motivational
event, a sexy technology, a big acquisition, or a savior CEO.
 If a new technology advances our Hedgehog, we become a
pioneer in its application; if a new technology does not fit, we
don’t worry too much about it
Thank You

Contenu connexe

Tendances

Good to great book review-ver 1.5
Good to great book review-ver 1.5Good to great book review-ver 1.5
Good to great book review-ver 1.5Amit Jambhavdekar
 
Book review: Good to great
Book review: Good to greatBook review: Good to great
Book review: Good to greatJaimeen Rana
 
level 5 leadership
level 5 leadershiplevel 5 leadership
level 5 leadershipNISHA SHAH
 
Good To Great
Good To GreatGood To Great
Good To Greatswchase
 
Good to great book review
Good to great book reviewGood to great book review
Good to great book reviewnikhil kadam
 
Good to Great by Jim Collins - A brief book review in PPT format.
Good to Great by Jim Collins - A brief book review in PPT format.Good to Great by Jim Collins - A brief book review in PPT format.
Good to Great by Jim Collins - A brief book review in PPT format.Md Badiuzzaman MBA, CSCM™
 
Presentation good to great by leke oshiyemi_for slideshare
Presentation good to great  by leke oshiyemi_for slidesharePresentation good to great  by leke oshiyemi_for slideshare
Presentation good to great by leke oshiyemi_for slideshareLeke Oshiyemi
 
Level 5 leadership
Level 5 leadershipLevel 5 leadership
Level 5 leadershipJamshidRaqi
 
FROM GOOD TO GREAT
FROM GOOD TO GREATFROM GOOD TO GREAT
FROM GOOD TO GREATace boado
 
Level5-leadership-sabhlok
Level5-leadership-sabhlokLevel5-leadership-sabhlok
Level5-leadership-sabhlokSanjeev Sabhlok
 
Level 5 leadership ppt
Level 5 leadership pptLevel 5 leadership ppt
Level 5 leadership pptJugnoo Raja
 

Tendances (20)

Good to great book review-ver 1.5
Good to great book review-ver 1.5Good to great book review-ver 1.5
Good to great book review-ver 1.5
 
Book review: Good to great
Book review: Good to greatBook review: Good to great
Book review: Good to great
 
level 5 leadership
level 5 leadershiplevel 5 leadership
level 5 leadership
 
Good To Great
Good To GreatGood To Great
Good To Great
 
Good to great PPT Slides
Good to great PPT SlidesGood to great PPT Slides
Good to great PPT Slides
 
Good to Great
Good to  GreatGood to  Great
Good to Great
 
Good to Great
Good to GreatGood to Great
Good to Great
 
Good To Great
Good To Great Good To Great
Good To Great
 
Good To Great
Good To GreatGood To Great
Good To Great
 
Good to great presentation
Good to great presentationGood to great presentation
Good to great presentation
 
Good to Great
Good to GreatGood to Great
Good to Great
 
Good to great book review
Good to great book reviewGood to great book review
Good to great book review
 
Good to Great by Jim Collins - A brief book review in PPT format.
Good to Great by Jim Collins - A brief book review in PPT format.Good to Great by Jim Collins - A brief book review in PPT format.
Good to Great by Jim Collins - A brief book review in PPT format.
 
Presentation good to great by leke oshiyemi_for slideshare
Presentation good to great  by leke oshiyemi_for slidesharePresentation good to great  by leke oshiyemi_for slideshare
Presentation good to great by leke oshiyemi_for slideshare
 
Level 5 leadership
Level 5 leadershipLevel 5 leadership
Level 5 leadership
 
FROM GOOD TO GREAT
FROM GOOD TO GREATFROM GOOD TO GREAT
FROM GOOD TO GREAT
 
Level5-leadership-sabhlok
Level5-leadership-sabhlokLevel5-leadership-sabhlok
Level5-leadership-sabhlok
 
Level 5 leadership ppt
Level 5 leadership pptLevel 5 leadership ppt
Level 5 leadership ppt
 
Good To Great
Good To GreatGood To Great
Good To Great
 
Good To Great Management Scholars Academy
Good To Great Management Scholars AcademyGood To Great Management Scholars Academy
Good To Great Management Scholars Academy
 

Similaire à Good To Great - Summary

Good To Great 1208178911410103 9
Good To Great 1208178911410103 9Good To Great 1208178911410103 9
Good To Great 1208178911410103 9VuHuuManh
 
Girija - Good to great.pptx
Girija - Good to great.pptxGirija - Good to great.pptx
Girija - Good to great.pptxMukindaChavhan
 
Level 5 leadership
Level 5 leadershipLevel 5 leadership
Level 5 leadershipGlen Alleman
 
For Good to the Great for UMKM
For Good to the Great for UMKMFor Good to the Great for UMKM
For Good to the Great for UMKMMuhammad Fajar
 
Transforming From Good To Great Company By Ravinder Tulsiani
Transforming From Good To Great Company By Ravinder TulsianiTransforming From Good To Great Company By Ravinder Tulsiani
Transforming From Good To Great Company By Ravinder TulsianiRavinder Tulsiani
 
Tran Sfer Of Property Act
Tran Sfer Of Property ActTran Sfer Of Property Act
Tran Sfer Of Property Actguest3cebbf
 
Goodtogreat 150222012854-conversion-gate01
Goodtogreat 150222012854-conversion-gate01Goodtogreat 150222012854-conversion-gate01
Goodtogreat 150222012854-conversion-gate01Ritika Sharma
 
Goodtogreat 150222012854-conversion-gate01
Goodtogreat 150222012854-conversion-gate01Goodtogreat 150222012854-conversion-gate01
Goodtogreat 150222012854-conversion-gate01Ritika Sharma
 
Good to Great book by Jim Collins (book review by Dr. Roel Tolentino)
Good to Great book by Jim Collins (book review by Dr. Roel Tolentino)Good to Great book by Jim Collins (book review by Dr. Roel Tolentino)
Good to Great book by Jim Collins (book review by Dr. Roel Tolentino)Prof. Roel Tolentino, MD, MBA
 
Leading Your Team to Greatness- Dr. James Goenner, National Charter Schools I...
Leading Your Team to Greatness- Dr. James Goenner, National Charter Schools I...Leading Your Team to Greatness- Dr. James Goenner, National Charter Schools I...
Leading Your Team to Greatness- Dr. James Goenner, National Charter Schools I...National Charter Schools Institute
 
Good to great (ty version 2008)
Good to great (ty version   2008)Good to great (ty version   2008)
Good to great (ty version 2008)Teguh Yoga Raksa
 
Good to great strategic business planning
Good to great strategic business planningGood to great strategic business planning
Good to great strategic business planningRandall Chase
 

Similaire à Good To Great - Summary (20)

Good To Great
Good To GreatGood To Great
Good To Great
 
Good to great
Good to greatGood to great
Good to great
 
Good To Great 1208178911410103 9
Good To Great 1208178911410103 9Good To Great 1208178911410103 9
Good To Great 1208178911410103 9
 
Girija - Good to great.pptx
Girija - Good to great.pptxGirija - Good to great.pptx
Girija - Good to great.pptx
 
Level 5 leadership
Level 5 leadershipLevel 5 leadership
Level 5 leadership
 
For Good to the Great for UMKM
For Good to the Great for UMKMFor Good to the Great for UMKM
For Good to the Great for UMKM
 
Good to great 4 6 (revised)
Good to great 4 6 (revised)Good to great 4 6 (revised)
Good to great 4 6 (revised)
 
Transforming From Good To Great Company By Ravinder Tulsiani
Transforming From Good To Great Company By Ravinder TulsianiTransforming From Good To Great Company By Ravinder Tulsiani
Transforming From Good To Great Company By Ravinder Tulsiani
 
Tran Sfer Of Property Act
Tran Sfer Of Property ActTran Sfer Of Property Act
Tran Sfer Of Property Act
 
Organisational Behaviour
Organisational BehaviourOrganisational Behaviour
Organisational Behaviour
 
Goodtogreat 150222012854-conversion-gate01
Goodtogreat 150222012854-conversion-gate01Goodtogreat 150222012854-conversion-gate01
Goodtogreat 150222012854-conversion-gate01
 
Goodtogreat 150222012854-conversion-gate01
Goodtogreat 150222012854-conversion-gate01Goodtogreat 150222012854-conversion-gate01
Goodtogreat 150222012854-conversion-gate01
 
Good To Great
Good To GreatGood To Great
Good To Great
 
Good to Great book by Jim Collins (book review by Dr. Roel Tolentino)
Good to Great book by Jim Collins (book review by Dr. Roel Tolentino)Good to Great book by Jim Collins (book review by Dr. Roel Tolentino)
Good to Great book by Jim Collins (book review by Dr. Roel Tolentino)
 
Leading Your Team to Greatness- Dr. James Goenner, National Charter Schools I...
Leading Your Team to Greatness- Dr. James Goenner, National Charter Schools I...Leading Your Team to Greatness- Dr. James Goenner, National Charter Schools I...
Leading Your Team to Greatness- Dr. James Goenner, National Charter Schools I...
 
Good To Great Copy
Good To Great   CopyGood To Great   Copy
Good To Great Copy
 
Good to great (ty version 2008)
Good to great (ty version   2008)Good to great (ty version   2008)
Good to great (ty version 2008)
 
Book Review Good2Great
Book Review Good2GreatBook Review Good2Great
Book Review Good2Great
 
Wining
WiningWining
Wining
 
Good to great strategic business planning
Good to great strategic business planningGood to great strategic business planning
Good to great strategic business planning
 

Dernier

Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinAnton Skornyakov
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessAPCO
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBBPMedia1
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGlokeshwarmaha
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxJemalSeid25
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarNathanielSchmuck
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakEditores1
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyHanna Klim
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...AustraliaChapterIIBA
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003believeminhh
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Onlinelng ths
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examplesamberjiles31
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxWorkforce Group
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfHajeJanKamps
 

Dernier (20)

Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup Berlin
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptx
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry Webinar
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerak
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agency
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Online
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examples
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
 

Good To Great - Summary

  • 2.  The main premise of Good to Great is that any company can become a “great” company by systematically implementing key principles outlined in the book by Jim Collins  Each of the good-to-great companies showed a clear transition point, after which they showed steady growth that outpaced the market and their industry
  • 4. Disciplined Action Culture of Discipline The Flywheel Disciplined Thought Confront The Brutal Facts Hedgehog Concept Disciplined People Level 5 Leadership First Who….Then What
  • 5.  Level 5 Leadership has two primary components:  1) Put Level 5 leaders in the most powerful seats.  Are ambitious first and foremost for the cause, the organization, the work—not themselves—and they have an iron will to do whatever it takes to make good on that ambition.  Practice the window and the mirror.  A Level 5 leader displays a paradoxical blend of personal humility and professional will.  2) Create a Level 5 leadership culture.  Which values substance over style, integrity over personality, and results over intentions.  Cultivate leaders who have all five levels in the Level 5 hierarchy
  • 6. 5 – Level 5 Leadership  Builds enduring greatness through a paradoxical blend of personal humility and professional will 4 – Effective Leader  Catalyzes commitment to and vigorous pursuit of a clear and compelling vision, stimulating a higher performance standards 3 – Competent Manager  Organizes people and resources toward the effective and efficient pursuit of predetermined objectives 2 – Contributing Team Member  Contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting 1 – Highly Capable Individual  Makes productive contributions through talent, knowledge, skills and good work habits
  • 8.  First Who has four primary components:  1) Get the right people on the bus.  Rigorous in our selection process for getting new people on the bus.  Invest substantial time in evaluating each candidate, making systematic use of at least three evaluation devices, e.g., interviews, references, tests.  2) Get the right people in the right seats.  Have 100% of the key seats on the bus filled with the right people. This doesn’t mean 100% of ALL seats have the right people, but 100% of the key seats  Whenever possible, give a person the chance to prove himself or herself in a different seat, before we draw the conclusion that he or she is a wrong person on the bus.
  • 9.  3) Get the wrong people off the bus.  When we know we need to make a people change—after we have given the individual full opportunity to demonstrate that he or she might be the right person—we deal with the issue.  We autopsy our hiring mistakes, applying the lessons systematically to future hiring decisions.  4) Put who before what.  A significant portion of our time is spent in one form or another with people decisions: getting the right people on the bus, getting the right people in the right seats, getting the wrong people off the bus, developing people into bigger seats, planning for succession, etc.
  • 10.  If you have the right people on the bus, the problem of how to motivate and manage people largely goes away. The right people don’t need to be tightly managed or fired up; they will be self motivated by the inner drive to produce the best results and to be part of creating something great.  If you have the right executives on the bus, they will do everything within their power to build a great company, not because of what they will get for it, but because they cannot imagine settling for anything less. Their moral code requires building excellence for its own sake.  Compensation and incentives are important, but for very different reasons in good-to-great companies. The purpose of a compensation system should not be to get the right behaviours from the wrong people, but to get the right people on the bus in the first place, and to keep them there.
  • 11.  Discipline #1 – When in doubt, don’t hire. Keep looking  A company should limit its growth based on its ability to hire the best people.  Discipline #2 – When you know you need to make a people change, act  The moment you feel the need to tightly manage someone, you’ve made a hiring mistake. The best people don’t need to be managed. Guided, taught, led – yes, but not tightly managed  Letting the wrong people hang around is unfair to the right people, as they inevitably find themselves compensating for the inadequacies of the wrong people  Conversely, waiting too long is equally unfair to the wrong people. For every minute you allow a person to continue, knowing they will not make it in the end, you’re stealing time that they could spend finding a better place where they would flourish.  Before moving people (especially if they are talented) out of the organisation, it’s worth trying them in two or three other positions in the company where they might blossom. Make sure you don’t simply have the right person, but in the wrong seat.  Discipline # 3 – Put your best people on the biggest opportunities, not the biggest problems.
  • 12.  Confront the Brutal Facts has three primary components:  1) Create a climate where the truth is heard.  When things go wrong, we conduct “autopsies without blame”—we seek to understand underlying root causes, rather than pin the blame on an individual.  2) Get the data.  We make particularly good use of trend lines (to see where we are declining) and comparative statistics (to see where we are falling behind others) to discover and highlight brutal facts.  3) Embrace the Stockdale Paradox.  Retain unwavering faith that you can and will prevail in the end, regardless of the difficulties, AND AT THE SAME TIME have the discipline to confront the most brutal facts of your current reality, whatever they might be.
  • 13.  The Hedgehog Concept has three primary components:  1) Keep it simple—be a hedgehog, not a fox.  If forced to choose between describing us as foxes (crafty creatures that know many things) or hedgehogs (simpler creatures that know one big thing), we would weigh in with the hedgehogs. We keep it simple.  We have a simple, coherent strategic concept that we pursue with relentless consistency.  If we have multiple options for how to accomplish an objective, we almost always pick the simplest option that will work. In other words, at each fork of the road, we tend toward the path of simplicity, rather than complexity.
  • 14.  2) Get your three circles right.  Our Hedgehog Concept reflects deep understanding of the three circles:  1) what we can be passionate about,  2) what we can be the best in world at, and  3) what best drives our economic or resource engine.  3) Act with understanding, not bravado.  Believe that great results come about by a series of good decisions—actions taken with understanding, not bravado— accumulated one on top of another, in line with our Hedgehog Concept.
  • 15.  What are you deeply passionate about?  What are you the best in the world at?  What drives your economic engine?
  • 16.  A Culture of Discipline has four primary components:  1) Focus on your Hedgehog.  We have the discipline to say “No thank you” to big opportunities that do not fit within our Hedgehog Concept. A “once-in-a- lifetime opportunity” is irrelevant if it is the wrong opportunity.  We make excellent use of “Stop Doing” lists.  2) Build a system of freedom and responsibility within a framework.  So long as people stay within the wide bounds of the framework, they have an immense amount of freedom to innovate, achieve and contribute.
  • 17.  3) Manage the system, not the people.  We do not spend a lot of time motivating our people; we recruit self-motivated people, and provide an environment that does not de-motivate them.  We do not spend a lot of time disciplining our people; we recruit self-disciplined people, and then manage the system, not the people.  4) Practice extreme commitment.  In our culture, people go to extremes to fulfil their commitments and deliver results, bordering at times on fanaticism.  We are equally disciplined in good times as in bad times. We never allow prosperity to make us complacent.
  • 18.  The Flywheel has four primary components:  1) Build cumulative momentum.  We build greatness by a cumulative process—step by step, action by action, day by day, week by week, year by year— turn by turn of the flywheel.  2) Be relentlessly consistent over time.  When examining our behaviour, one word that comes to mind is consistency—consistency of purpose, consistency of values, consistency of Hedgehog, consistency of high standards, consistency of people
  • 19.  3) Create alignment by results, not hoopla.  We understand that when people begin to feel the magic of momentum—when they feel the flywheel increase speed—is when most people line up to throw their shoulders against the wheel and push.  4) Avoid the Doom Loop.  We do not succumb to the lazy, undisciplined search for a single silver bullet solution—be it a new program, a motivational event, a sexy technology, a big acquisition, or a savior CEO.  If a new technology advances our Hedgehog, we become a pioneer in its application; if a new technology does not fit, we don’t worry too much about it