1 collins, j. (2001) good to great new york, harpercollins level 5 executive builds enduring...
DESCRIPTION
3 Larger than life, celebrity leaders Performance linked to remuneration More strategy than others Single focus on what to do (rather, an equal focus on what not to do) Technology as a cause of transformation Greatness through mergers and acquisitions Transformation and change programmes or revolutionary process Great industries and riding market growth What Collins Did Not FindTRANSCRIPT
1Collins, J. (2001) Good to Great New York, HarperCollins
Level 5 ExecutiveBuilds enduring greatness through a paradoxical Combination of personal humility and professional will.
Level 1
Level 2
Level 3
Level 4
Level 5
Level 4 Effective LeaderGets commitment to and vigorous pursuit of a clear and compelling vision; stimulates the group to highperformance standards.
Level 3 Competent ManagerOrganises people and resources toward effective and efficientpursuit of predetermined objectives.
Level 2 Contributing Team MemberContributes to the achievement of group objectives; Works effectively with others in a group setting.
Level 1 Highly Capable IndividualMakes productive contribution through knowledge,skills and good work habits. .
2
Level 5Leadership
First Who…Then What
Confront theBrutal Facts
HedgehogConcept
Culture ofDiscipline
TechnologyAccelerators
Build up…
Breakthrough!
Disciplined People Disciplined Thought Disciplined Action
Conceptual Framework of Process from Good to Great (Collins, 2001 p.12)
Flywheel
3
Larger than life , celebrity leadersPerformance linked to remunerationMore strategy than othersSingle focus on what to do (rather, an equal focus on what not to do)Technology as a cause of transformationGreatness through mergers and acquisitionsTransformation and change programmes or revolutionary processGreat industries and riding market growth
What Collins Did Not Find