Good to Great: Why Some Companies Make the Leap... and Others Don't
Jim Collins asked the question, "Can a good company become a great company... how?" In Good to Great Collins, the author of Built to Last, concludes that it is possible. Collins began by sorting through a list of 1,435 companies, looking for those that made substantial improvements in their performance over time. They finally settled on 11 well known companies and discovered common traits that challenged many of the conventional notions of corporate success. Going from good to great doesn't require a high-profile CEO, the latest technology, innovative change management, or a fine-tuned business strategy. But instead a corporate culture that rigorously found and promoted disciplined people to think and act in a disciplined manner. Good to Great is one of those books that managers and CEOs will be reading and rereading for years to come.
--Harry C. Edwards
The findings include.
Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness.
The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence.
A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology.
The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.