Book Review on Built to Last
•Télécharger en tant que PPTX, PDF•
2 j'aime•465 vues
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams. We connect Students who have an understanding of course material with Students who need help. Benefits:- # Students can catch up on notes they missed because of an absence. # Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand # Students can earn better grades, save time and study effectively Our Vision & Mission – Simplifying Students Life Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.” Like Us - https://www.facebook.com/FellowBuddycom
Recommandé
Contenu connexe
Plus de FellowBuddy.com
Plus de FellowBuddy.com (20)
Dernier
Dernier (20)
Book Review on Built to Last
- 1. Book Review On BUILT TO LAST Written by: Jim Collins & Jerry .I. Porras
- 2. BUILT TO LAST “Built to last is about turning great results into an enduring great company”
- 3. All about Built to Last This book is not about charismatic visionary leaders. It’s not about visionary product concepts or visionary market insights, nor even about having a corporate vision. This book is about something far more important, enduring and substantial. A book about Visionary Companies
- 4. Best of the Best In a six year research project, we set to identify and systematically research the historical development of a set of visionary companies, to examine how they differed from carefully selected control set of comparison companies, and to thereby discover the underlying factors that account for their extraordinary long position
- 5. Companies in the Research Visionary Companies • 3M • Johnson & Johnson • Wal-Mart • Walt Disney • General Electric • Hewlett-Packard
- 6. Companies in the Research Comparison Companies • Pfizer • Bristol-Myers Squibb • GM • Norton • Zenith • Kenwood
- 7. Founding Dates • 1837 Proctor & Gamble • 1847 Philip Morris • 1886 Johnson & Johnson • 1902 3M • 1915 Boeing • 1923 Walt Disney • 1945 Wal-Mart • 1938 Hewlett- Packard
- 8. No “Tyranny of the OR” In the book they have used symbols from the Chinese dualistic philosophy. These symbols are Yin/Yang symbols, these represent a key aspect of highly visionary companies. The “Tyranny of the OR” pushes people to believe that things must be either A OR B, but not both.
- 9. Proclamations • “You can have change OR stability” • “You can be conservative OR bold” • “You can have low cost OR high quality” • “You can invest for the future OR do well in the short-term” • “You can be idealistic OR pragmatic”
- 10. Embrace the “Genius of the AND” Instead of being oppressed by the Tyranny of the OR” highly visionary companies liberate themselves with the “Genius of the AND”- the ability to embrace both extremes of a number of dimensions at the same time. Instead of choosing between A OR B, they figure out a way to have both A AND B.
- 11. Big Hairy Audacious Goals (BHAG) Boeing Corporation is an excellent example of how highly visionary companies often use bold missions-or what we prefer to call BHAGs as a particular powerful mechanism to stimulate progress. A BHAG is not the only powerful mechanism for stimulating progress, nor do all the visionary
- 12. Try a lot of stuff and keep what works Visionary company research and how they’ve come to the realization experimentation, trial & error, accidents, and opportunism were ahead of detailed strategic planning.
- 13. • 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.
- 14. Good Enough Never is “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.”
- 15. The End of the Beginning • ” Concept to explain how visionary companies translate their core ideologies into the everyday workings of the organization”. • Core ideology is translated into the strategies, behaviours, business practices, and goals of the organization.
- 16. • Poraas & collins used Hewllet-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.
- 17. Building the Vision “ We shall not cease from exploration and the end of all our exploring will be to arrive where we started and know the place for the first time.”
- 18. Leadership Traits • Displaying high level of persistence • Overcoming significant obstacles • Influenced group of people towards the achievement of goals • Ready to take risk
- 19. THANK YOU
Notes de l'éditeur
- 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.
- The 3M Company, formerly known as the Minnesota Mining and Manufacturing Company, is an American multinational conglomerate corporation based in Maplewood, Minnesota, United States. With over 80,000 employees, they produce more than 55,000 products, including: adhesives, abrasives, laminates, passive fire protection, dental products, electronic materials, medical products, car care products (such as sun films, polish, wax, car shampoo, treatment for the exterior, interior and the under chassis rust protection)[2], electronic circuits and optical films.[3] 3M has operations in more than 60 countries – 29 international companies with manufacturing operations, and 35 with laboratories. 3M products are available for purchase through distributors and retailers in more than 200 countries, and many 3M products are available online directly from the company. Johnson & Johnson (NYSE: JNJ) is an American multinational pharmaceutical, medical devices and consumer packaged goods manufacturer founded in 1886. Johnson & Johnson's brands include numerous household names of medications and first aid supplies. Among its well-known consumer products are theBand-Aid Brand line of bandages, Tylenol medications, Johnson's baby products, Neutrogena skin and beauty products, Clean & Clear facial wash andAcuvue contact lenses. Wal-Mart Stores, Inc. (NYSE: WMT), branded as Walmart since 2008 and Wal-Mart before then, is an American multinational retailer corporation that runs chains of large discount department stores and warehouse stores. The company is the world's 18th largest public corporation, according to the Forbes Global 2000 list, and the largest public corporation when ranked by revenue. It is also the biggest private employer in the world with over 2 million employees, and is the largest retailer in the world. The company is controlled by the Walton family which owns 48% stake in Wal-Mart Disney is particularly noted as a film producer and a popular showman, as well as an innovator in animation and theme park design. He and his staff created some of the world's most well-known fictional characters including Mickey Mouse, for whom Disney himself provided the original voice. During his lifetime he received four honorary Academy Awards and won twenty-two Academy Awards from a total of fifty-nine nominations, including a record four in one year,[4]giving him more awards and nominations than any other individual in history.[citation needed] Disney also won seven Emmy Awards and gave his name to theDisneyland and Walt Disney World Resort theme parks in the U.S.
- 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.
- 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: Giving ideas a quick try Accept mistakes and letting the weakest die Taking small steps to achieve small failures in order to get ahead Persistence Building a “ticking clock” as described in Chapter 1 to turn the aforementioned points into a process.
- 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: Giving ideas a quick try Accept mistakes and letting the weakest die Taking small steps to achieve small failures in order to get ahead Persistence Building a “ticking clock” as described in Chapter 1 to turn the aforementioned points into a process.
- 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.
- In this chapter, Porras and Collins use the “end of the beginning” concept to explain how visionary companies translate their core ideologies into the everyday workings of the organization. Core ideology is translated into the strategies, behaviours, 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.
- In this chapter, Porras and Collins use the “end of the beginning” concept to explain how visionary companies translate their core ideologies into the everyday workings of the organization. Core ideology is translated into the strategies, behaviours, 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.
- “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.