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Good is the enemy of great - Coggle Diagram
Good is the enemy of great
"We believe that almost any organization can
substantially improve its stature and performance, perhaps even becomegreat, if it conscientiously applies the framework of ideas we’ve uncovered."
Collins, 2001
Phases
Phase 1: The search
1.- Find companies that showed the good to great pattern
2.- Six-month “death march offinancial analysis,”
Crutial points
The company had to demonstrate good-to-great pattern independent of its industry, if the whole industry showed this pattern, the company was dropped
"It is possible to turn goodinto great in the most unlikely of situations. "
Collins, 2001
Phase 2: Compared to What?
What did the good-to-great companies share in common that distinguished them from the comparison companies?
1.- “Direct comparisons”—companies that were in the same industry as the good-to-great companies
2.- “Unsustained comparisons”—companies that made a short-term shift fromgood to great but failed to maintain the trajectory
Phase 3: Inside the Black Box
"When we stepped inside the black box and turned on thelightbulbs, we were frequently just as astonished at what we did not see aswhat we did."
Collins, 2001
1.- Larger-than-life, Ten of eleven good-to-great CEOs came from inside the company,whereas the comparison companies tried outside CEOs six timesmore often.
2.- We found no systematic pattern linking specific forms of executivecompensation to the process of going from good to great.
3.- Strategy per se did not separate the good-to-great companies fromthe comparison companies
4.- The good-to-great companies did not focus principally on what to do to become great
5.- Technology and technology-driven change has virtually nothing todo with igniting a transformation from good to great.
6.- Mergers and acquisitions play virtually no role in igniting atransformation from good to great
7.- The good-to-great companies paid scant attention to managingchange, motivating people, or creating alignment.
9.- The good-to-great companies had no name, tag line, launch event,or program to signify their transformations.
10.- The good-to-great companies were not, by and large, in greatindustries, and some were in terrible industries.
Phase 4: Chaos to Concept
Concepts for the rest of the book
Confront the Brutal Facts (Yet Never Lose Faith).
The Hedgehog Concept (Simplicity within the Three Circles).
First Who ... Then What.
A Culture of Discipline.
Level 5 Leadership.
Technology Accelerators.
The Flywheel and the Doom Loop.
From Good to Great to Built to Last.