Please enable JavaScript.
Coggle requires JavaScript to display documents.
From good to great to built to last - Coggle Diagram
From good to great to built to last
When we began the Good to Great research project, we confronted a dilema: How should we think about the ideas in Built to Last while doing the Good to Great research?
The only real difference is that they did so as entrepreneurs in small, early-stage enterprises trying to get off the ground, rather than as CEOs trying to transform established companies from good to great.
I now see Good to Great not as a sequel to Built to
Last, but as a prequel.
To make the shift from a company with sustained great results to an enduring great company of iconic stature, apply the central concept from Built to Last
A tremendous resonance exists between the two studies; the ideas from each enrich and inform the ideas in the other.
CORE IDEOLOGY: THE EXTRA DIMENSION OF
ENDURING GREATNESS
That extra dimension is a guiding philosophy or a "core ideology," which consists of core values and a core purpose (reason for being beyond just making money).
No matter what core value you propose, we found an enduring great company that does not have that specific core value. A company need not have passion for its customers (Sony didn't), or respect for the individual (Disney didn't), or quality (Wal-Mart didn't), or social responsibility (Ford didn't) in order to become enduring and great.
Core values are essential for enduring greatness, but it doesn't seem to matter what those core values are.
GOOD BHAGS, BAD BHAGS, AND OTHER
CONCEPTUAL LINKS
. Clock Building, Not Time Telling
Build an organization that can endure and adapt through multiple generations of leaders and multiple product life cycles
Level 5 leaders build a company that can tick along without them, rather than feeding their egos by becoming indispensable.
Genius of AND
Embrace both extremes on a number of dimensions at the same time. Instead of choosing A OR B, figure out how to have A AND B -purpose AND profit, continuity AND change, freedom AND responsibility, etc.
Personal humility AND
professional will.
Core Ideology
Instill core values (essential and enduring tenets) and core purpose (fundamental reason for being beyond just making money) as principles to guide decisions and inspire people throughout the organization over a long period of time.
Level 5 leaders are ambitious for the company and what it stands for; they have a sense of purpose beyond their own success.
. Preserve the CorelStimulate Progress.
Preserve the core ideology as an anchor point while stimulating change, improvement, innovation, and renewal in everything else.
Level 5 leaders are relentless in stimulating progress toward tangible results and achievement, even if it means firing brothers.
