GOOD TO GREAT review

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By: fumblecrumble (113 month(s) ago)

dont download it.. read the book. this ppt is pretty sad - not a good depiction of the book

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hw to download it

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it,s good ppt

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A CRITIQUE ON “GOOD TO GREAT” - Jim Collins : 

A CRITIQUE ON “GOOD TO GREAT” - Jim Collins - HARPER COLLINS PUBLISHERS NO. OF PAGES - 300 1

INTRODUCTION : 

INTRODUCTION JIM COLLINS , an American business consultant, author and lecturer on the subject of company sustainability and growth. After over a decade Sof research , he authored and co-authored four books including the classic Build to last . This book was based upon a six year research project conducted at Stanford Business School in the early 1990’s, in which he took 18 well-known, well established companies and compared them to a counter part in the specific area of business. The major question answered in this book was- what has enabled some corporations to last so long, while other competitors in the same market either struggle to get by, or fade away after a short period of time? The present book Good to great was published after this. But according to Collins Good to great is not a sequel but a prequel to Build to last. 2

CONTENTS : 

CONTENTS Methodologies Chapter one (Good is the enemy of great) Chapter two(Level five leadership) Chapter three (First Who..Then What) Chapter four (Confront the brutal facts) Chapter five (Hedgehogs concept) Chapter six (A Culture to Discipline) Chapter seven (Technology Accelerators) Chapter eight (The flywheel and the Dooms loop) Chapter nine (from Built to Last to Good to Great) Conclusion. 3

CH- 1Good is the enemy of great : 

CH- 1Good is the enemy of great It is easier to do the basics for something good than to really work for something great. The Collins team selected 2 sets of comparison companies: Direct comparisons - Companies in the same industry with the same resources and opportunities .e.g-Reynolds, Bank of America. Unsustained comparisons – Companies that made a short-term shift from good to great but failed to maintain the trajectory. e.g -Rubbermaid 4

This idea is similar to the “good is never enough” concept from Built to Last. In this section of the book, Collins urges companies to focus equally on what to do, what not to do, and what to stop doing. He believes that most companies focus too much on what to do and ignore what not to do or what they should stop doing. : 

This idea is similar to the “good is never enough” concept from Built to Last. In this section of the book, Collins urges companies to focus equally on what to do, what not to do, and what to stop doing. He believes that most companies focus too much on what to do and ignore what not to do or what they should stop doing. 5

CH – 2Level five leaders : 

CH – 2Level five leaders 6

Slide 7: 

LEVEL 5 EXECUTIVE built enduring greatness through a paradoxical blend of personal humility and professional will. LEVEL 4 EFFECTIVE LEADER catalyzes committment to and vigorous pursuit of a clear and compelling vision,stimulating higher performance standards LEVEL 3 COMPETENT MANAGER organizes people and resources toward the effective and efficient pursuit of predetermined objectives. LEVEL 2 CONTRIBUTING TEAM MANAGER Contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting. LEVEL 1 HIGHLY CAPABLE INDIVIDUAL Makes productive contributions through talent, knowledge, skills and good work habits. 7

Slide 8: 

Level 5 leadership formula – The Right people (culture, character) + humility + strong professional will = SUCCESS. 8

CH- 3FIRST WHO ….. THEN WHAT : 

CH- 3FIRST WHO ….. THEN WHAT The main point is to first get the right people on the bus (and the wrong people off the bus)before you figure out where to drive it. The second key point is the degree of sheer rigor needed in people’s decisions to take the company from good to great Another important feature of the chapter is “who” question comes before “what” decisions- before vision, before strategy, before organization structure. Good to great management team consists of people who debate vigorously in search of best answers, yet who unify behind decisions, regardless of parochial interest In other words, these companies didn’t churn more, they churn better. 9

CH-4CONFRONT THE BRUTAL FACTS : 

CH-4CONFRONT THE BRUTAL FACTS One of the key factors in the success of the great companies was a series of good decisions. The good decisions flowed from the fact that they all made a consistent and thorough effort to confront reality. . It is impossible to make good decisions without infusing the entire process with an honest confrontation of brutal facts A primary task in taking a company from good to great is to create a culture wherein people have a tremendous opportunity to be heard and, ultimately, for the truth to be heard Leadership does not begin just with vision. It begins with getting people to confront the brutal facts and to act on the implications By maintaining this vision, it won’t be necessary to motivate people - if you’ve got the right people, they’ll be motivated of their own accord. 10

CH – 5THE HEDGEHOGS CONCEPT -(SIMPLICITY WITHIN THE THREE CIRCLES) : 

CH – 5THE HEDGEHOGS CONCEPT -(SIMPLICITY WITHIN THE THREE CIRCLES) A Hedgehog Concept is a simple, crystalline concept that flows from deep understanding about the intersection of the following three circles: 11

CH -6A CULTURE TO DISCIPLINE : 

CH -6A CULTURE TO DISCIPLINE In this book about great organizations, Good To Great, Mr. Collins concludes, "Sustained great results depend upon building a culture full of self-disciplined people who take disciplined action, fanatically consistent with the three circles." A culture of discipline is not just about action. It is about getting disciplined people...who engage in disciplined thought and...who then take disciplined action. Recruiting disciplined people requires a well-tuned filtering process that not only determines if there is a fit of the candidate's skill sets and passions with the job requirements of the organization but also determines whether the candidate is self-disciplined or not. So, a culture of discipline with all of the key people on the Hedgehog Concept bandwagon has tremendous transformational power. 12

CH-7 TECHNOLOGY ACCELERATORS : 

CH-7 TECHNOLOGY ACCELERATORS “Great companies adapt and endure” - technology is not a differentiator in and of itself, but rather something that enhances great companies. These companies avoid technology fads and bandwagons, yet they become pioneers in the application of carefully selected technologies. Technology is an enabler of change, not the cause of it. Technology should comply with the Hedgehog concept of the concerned company. .“Crawl, walk, run” can be a very effective approach, even during times of rapid and radical technological change (e.g. – in case of Walgreens Co.). 13

CH-8 THE FLYWHEEL AND THE DOOM LOOP : 

CH-8 THE FLYWHEEL AND THE DOOM LOOP A flywheel is a heavy wheel that takes a lot of energy to set in motion - to do so usually require constant, steady work, rather than a quick acceleration. Great companies’ transformations were like this as well. Conversely, the “doom loop” is the vicious circle that unsuccessful companies fall into, rushing first in one direction, then another, in the hope of creating a sudden, sharp break with the past that will propel them to success. The comparison companies frequently tried to create a breakthrough with, large, misguided acquisitions. The good to great companies, in contrast, principally used large acquisitions after breakthrough, to accelerate momentum in an already fast-spinning flywheel. 14

CH -9FROM GOOD TO GREAT TO BUILT TO LAST : 

CH -9FROM GOOD TO GREAT TO BUILT TO LAST The principal of Good to Great helps build great companies and the principals of Built to Last helps sustain them. He reminds us that in order to build sustaining companies we must “discover our core values and purpose beyond just making money” and combine this with the dynamic of the preserve growth/stimulate progress. Established co. or start-up + good to great concepts Sustained great results + Built to last concepts Enduring Great Company. 15

CONCLUSION : 

CONCLUSION This book written by Jim Collins acts as an effective guide to many companies which can help them in achieving their target of not only being good but becoming a great company. The lively examples of various companies in this book proves very beneficial for new emerging companies as well. They get to know the Do’s and Dont’s of any business. A/c to WALL STREET JOURNAL, “with both Good to Great and Built to Last, Mr. Collins delivers two seductive messages: that great management is attainable by mere mortals and that its practitioners can build great institutions. Its just what us mortals want to hear. 16

Slide 17: 

17 THANK YOU

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