Jim Collins. Good to Great

Transcription

1 Jim Collins Good to Great

2 Good is the enemy of great.

3 BUILD UP... Level 5 First Who Confront Hedgehog Culture of Technology Leadership Then What Brutal Facts Concept Discipline Accelerators DISCIPLINED PEOPLE DISCIPLINED THOUGHT DISCIPLINED ACTION

4 Foundational Concepts Disciplined People Disciplined Thought Disciplined Action

5 Disciplined People Level 5 Leadership First Who, Then What

6 Level 5 Leadership You can accomplish anything in life, provided that you do not mind who gets the credit. Builds enduring greatness through a paradoxical blend of personal humility and professional will.

7 Level 5 leaders want to see the company even more successful in the next generation, and are comfortable with the idea that most people won t even know that the roots of that success trace back to their efforts.

8 Choosing a high-profile leader from outside the organization correlates negatively with change from good to great. Most level 5 leaders come from within the organization.

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10 First Who, Then What First get the right people on the bus (and the wrong people off). Then get the right people in the right seats on the bus. Then decide where to drive the bus.

11 The right people will do the right things and deliver the best results they re capable of, regardless of the incentive system.

12 The purpose of a compensation system should not be to get the right behaviors from the wrong people, but to get the right people on the bus in the first place, and to keep them there.

13 BUILD UP... Level 5 First Who Confront Hedgehog Culture of Technology Leadership Then What Brutal Facts Concept Discipline Accelerators DISCIPLINED PEOPLE DISCIPLINED THOUGHT DISCIPLINED ACTION

14 Disciplined Thought Confront the Brutal Facts (Yet Never Lose Faith) Hedgehog Concept

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16 Confront the Brutal Facts Winston Churchill We shall fight him by land. We shall fight him by sea. We shall fight him in the air. Until, with God s help, we have rid the earth of his shadow. The Statistical Office

17 Confront the Brutal Facts Lead with questions, not answers. Engage in dialogue and debate, not coercion. Conduct autopsies, without blame. Build red flag mechanisms.

18 Never Lose Faith Stockdale Paradox You must retain faith that you will prevail in the end You must confront the brutal facts of the current situation

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20 Hedgehog Concept What are you deeply passionate about? What can you be the best in the world at? What drives your economic engine?

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22 BUILD UP... Level 5 First Who Confront Hedgehog Culture of Technology Leadership Then What Brutal Facts Concept Discipline Accelerators DISCIPLINED PEOPLE DISCIPLINED THOUGHT DISCIPLINED ACTION

23 Disciplined Action Culture of Discipline Technology Accelerators

24 Culture of Discipline Bureaucratic Control vs. Disciplined Entrepreneurs Hire self-disciplined people who don t need to be managed, and then manage the system, not the people.

25 Technology Accelerators Tie technology to your Hedgehog Concept. Carefully select technology. Use technology as an accelerator of momentum, not its creator.

26 BUILD UP... Level 5 First Who Confront Hedgehog Culture of Technology Leadership Then What Brutal Facts Concept Discipline Accelerators DISCIPLINED PEOPLE DISCIPLINED THOUGHT DISCIPLINED ACTION

27 Build Up & Breakthrough Don t do anything that doesn t fit in your Hedgehog Concept. The Stop Doing List Rinse your cottage cheese. No Silver Bullet

28 Flywheel & Doom Loop Tipping Point Cumulative Process Long-term vs. Short-term When people see tangible results, they buy in; if not, they will resist.

29 BUILD UP... Level 5 First Who Confront Hedgehog Culture of Technology Leadership Then What Brutal Facts Concept Discipline Accelerators DISCIPLINED PEOPLE DISCIPLINED THOUGHT DISCIPLINED ACTION

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