In other words, the good-to-great … We should look at the model level 5’s and aspire to be like them. This chapter was about what level 5’s are and the rest of the book describes what they do.
could be clearly identified with a single individual responsible for that item.Disciplined action without self-disciplined people is impossible to maintain, and disciplined action without disciplined thought is a recipe for disaster.Sub-par leaders discipline instead of creating a culture of discipline.Budgeting should be seen as a way of determining which business activities are working toward the goal and should be funded, and which are not and should be starved.Most men would rather die, than think. This model fails when the genius departs.The G2G leaders were rigorous, not ruthless, in people decisions. Leaders of paradoxical mix of personal humility and professional will… They are fanatically driven, infected with an incurable need to produce sustainable results. The comparison companies used layoffs to a much greater extent.G2G management teams consist of people who debate vigorously in search of the best answers, yet who unify behind the decision, regardless of parochial interests.No systematic link was found between executive compensation and a transformation.There is no worse mistake in public leadership than to hold out false hopes soon to be swept away. These leaders often have a long-term personal sense of investment in the company and its success, often cultivated through a career-spanning climb up the company’s ranks.
Many do. Many companies don’t even try to be great. There’re not striving to be the best in the industry. They did not come to the table with some theory to vet. Chapter 1: Good is the Enemy of Great. As such, Collins asserts that the much-touted trend of bringing in a celebrity CEO to turn around a flailing firm is usually not conducive to fostering the transition from The next factor that Collins identifies as part of the Collins also underscores the importance of maintaining rigorousness in all personnel decisions. However, Collins cautions that technology should not be regarded as a potential panacea for all that ails a company. Both, the author emphasizes, accrue over time. Conversely, there may be activities at which you could become the best in the world at but do not presently have a competence.To get insight into the drivers of your economic engine, search for the one denominator (profit per x or, in the social sector, cash flow per x) that has the single greatest impact.G2GC’s set their goals and strategies based on understanding as opposed to bravado.The concept of a “Council” (a method to determine your HC) is discussed at great length on page 117.It took 4 years on average for companies to find their HC.Retain faith that you will prevail in the end, regardless of the difficulties…..And at the same time ……Confront the most brutal facts of your current reality, whatever they might be.Most companies build their bureaucratic rules to manage the small percentage of wrong people on the bus, which in turn drives away the right people on the bus.Avoid bureaucracy and hierarchy and instead create a culture of discipline.Responsibility accounting – Where every dollar spent, earned, invested, etc. If yes, then you need to become a pioneer in the application of that technology. Good is the Enemy of Great. First who, then what – as a rigorous discipline, consistently applied.The comparison companies frequently followed the “genius with a thousand helpers” model – a genius leader who sets a vision and then enlists a crew of highly capable “helpers” to make the vision happen. Leaders of good-to-great companies usually set their successors up for success, while comparison companies usually did the opposite. Jim Collins, already established as one of the most influential management consultants, further established his credibility with the wildly popular Collins takes up a daunting challenge in the book: identifying and evaluating the factors and variables that allow a small fraction of companies to make the transition from merely good to truly great.
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