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8/9/2019 Good to eng

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1 Good to Great

From A to A+

Good to Great

Jim Collins

Book Summary( Extracted by Daniel Wu )


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From A to A+ Good to Great

Discipline People Disciplined ActionDiscipline Thought

Level 5

Leadership

First Who

Then What

Confront

the Brutal

Facts

Hedgehog

Concept

Culture of

Discipline

Technology

Accelerators

BUILD UP

FLY WHEEL

You can accomplish anything in life, provided that you do not mind who gets the credits.


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Level 5 Executive

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Level 5 Executive

Build enduring greatness through a

paradoxical blend of personal humilityand professional will.

Level 4 Effective Leader

Level 3 Competent Manager

Level 2 Contributing Team Member

Level 1 Highly Capable Individual

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Level 5 Executive


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Personal Humility and Professional Will

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Personal HumilityPersonal Humility

Demonstrates a compelling modesty,Demonstrates a compelling modesty,

shunning public adulation; nevershunning public adulation; never

boastful.boastful.

Acts with quiet, calm determination;Acts with quiet, calm determination;

relies principally on inspired standards,relies principally on inspired standards,

not inspiring charisma, to motivatenot inspiring charisma, to motivate

Channels ambition into the company,Channels ambition into the company,

not the self; sets up successors fornot the self; sets up successors for

even greater success in the nexteven greater success in the nextgeneration.generation.

Look out the window, not in the mirror,Look out the window, not in the mirror,

to apportion credit for the success ofto apportion credit for the success of

the companythe companyto other people, externalto other people, external

factors, and good luck.factors, and good luck.

Professional WillProfessional Will

Creates superb results, a clear catalystCreates superb results, a clear catalyst

in the transition from good to greatin the transition from good to great

Demonstrates an unwavering resolveDemonstrates an unwavering resolve

to do whatever must be done toto do whatever must be done to

produce the best long term results, noproduce the best long term results, no

matter how difficult.matter how difficult.

Sets the standard of building anSets the standard of building an

enduring great company; will settle forenduring great company; will settle for

nothing less.nothing less.

Looks in the mirror, not out the window,Looks in the mirror, not out the window,

to apportion responsibility for poorto apportion responsibility for poor

results, never blaming other people,results, never blaming other people,

external factors, or bad luck.external factors, or bad luck.

Level 5 Executive


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First WhoThen What

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Level 5 LeaderLevel 5 Leader

First WhoGet the right people on the bus.

Build a superior executive team.

Then What

Once you have the

right people in place,

figure out the best

path to greatness.

Level 4 LeaderLevel 4 Leader

First WhatSet a vision for where to drive

the bus. Develop a road map

for driving the bus.

Then What

Enlist a crew of highly

capable helpers to

make the vision

happen.

Level 5 Executive


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Key points

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First Who

,.,

(Packards law):

,.

1. When in doubt, dont hire. Keep looking.

2. When you know you need to make a people change, act.

3. Put your best people on your biggest opportunities, not yourbiggest problems.


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A climate where the truth is heard

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Fact are better than DreamsFact are better than Dreams

Lead with questions, not answers.

Engage in dialogue and debate, not coercion.

Conduct autopsies, without blame.

Build red flag mechanisms.

,,

Unwavering faith amid the brutal facts


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Stockdale Paradox

Retain faith that you will prevail in the end,

regardless of the difficulties.

Confront the most brutal facts of your

current reality, whatever they might be.



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Hedgehog Concept

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,,

WHAT YOU ARE

DEEPLY

PASSIONATE

ABOU

T

WHAT YOU

CAN BE THE

BEST IN THE

WORLDAT

WHAT DRIVES

YOUR

ECONOMIC

ENGINE


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An Iterative Process

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ExecutiveExecutiveDecisionsDecisions

Autopsies andAutopsies andAnalysisAnalysis

DialogueDialogue

andDebateandDebate

AskAsk

QuestionsQuestions

The CouncilThe Council

Hedgehog Concept


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A Good-to-Great Matrix of Creative Discipline

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A Culture of Discipline

Great

Organization

Hierarchical

Organization

Start-up

Organization

Bureaucratic

Organization

High

Low

Low

High

?

EthicEthic of of EntrepreneurshipEntrepreneurship


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R

[

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,,!!

,R ,

,

, ,,


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R

[

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,,

,. R,R. ,

,.


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The Flywheel

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1+1=4

A to A+

Good to Great

Discipline People Disciplined ActionDiscipline Thought

Level 5

Leadership

First Who

Then What

Confront

the Brutal

Facts

Hedgehog

Concept

Culture of

Discipline

Technology

Accelerators

BUILD UP

FLY WHEEL


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ChangeChange

Cultural and Operating PracticesCultural and Operating Practices

Specific Goals and StrategiesSpecific Goals and Strategies

PreservePreserve

Core ValuesCore Values

Core PurposeCore Purpose

Good to Great


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Good to Great

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