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Chapter 8: The Flywheel and the Doom Loop - Coggle Diagram
Chapter 8: The Flywheel and the Doom Loop
Good to great transformations
On the outside
Seen as dramatic and revolutinary events
No single defining action
On the inside
Perceived as organic and cumulative processes
Sustainable transformations
Predictable pattern of buildup and breakthrough
With persistent pushing in a consistent direction over along period oftime, the flywheel builds momentum
Good to great companies...
Make the lrge acquisitions after the breakthrough, not through them
Not as means to an end
Were often unaware of tthe magnitude of the transformation they were going though
Good to great leaders...
Spend their energy in a smart way
Not in
Motivating troops
Because under the right conditions they take care of tthemselves
Managing change
Creating alignment
Alignment principally follows from results and momentum
Signs that you're on the Flywheel
Make major acquisitions after breakthrough (ifat all) to accelerate momentum
Spend little energy trying to motivateor align people
Harness appropriate technologies to your Hedgehog Concept, to accelerate momentum
Maintain consistency over time
Followthe pattern of disciplined people ("first who"), disciplined thought, disciplined action
Attain consistency with a clear Hedgehog Concept, resolutely staying within the three circles
Confront the brutal facts to see clearlywhat stepsmust be taken to build momentum
Follow a pattern of buildup leading to breakthrough