- My presentations
Auth with social network:
Download presentation
We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
To view this video please enable JavaScript, and consider upgrading to a web browser that supports HTML5 video
GOOD TO GREAT By: Jim Collins
Published by Kristian Milem Modified over 9 years ago
Similar presentations
Presentation on theme: "GOOD TO GREAT By: Jim Collins"— Presentation transcript:
Good to Great AND THE Downtown Development Association of Lincolnton Why Business Thinking is Not the Answer.
Good to Great Why Some Companies Make the Leap... and Others Dont.
Team II Josh Pavlik, Jennifer Rogas, Logan Reynolds, Corbin Ray, Marlee Armstrong, Amy Drake.
Team 5 Katelyn Reed Monica Longer Kristen Hodge Venessa Rodriguez.
Good to Great Companies
An article by Jim Collins. This includes such unnoticed companies like: Fannie Mae (7.56 times the market) Wells Fargo (3.99 times the market)
Good to Great Book by Jim Collins.
Good… The Enemy of Great Applying Jim Collin’s Good to Great to the Fraternity Chapter.
Moving Schools from Good to Great Good to Great Schools Good to Great Schools
TEAM 6 WILL KERLICK MOLLY MURDOCK REECE MACDONALD BRYAN FETTERMAN JOHN FLETCHER Good to Great Chapter 4: Confront the Brutal Facts (But Never Lose Faith)
Ashley Gonzenbach, Brian Byrne, Diana Perkins, Amanda Long
Bunde Walker James Yost Trent Hemann. FIRST WHO…THEN WHAT Initial thoughts: Set new direction Set new vision and strategy for company Then get people.
Good to Great Chapter 6 – A Culture of Discipline
Mamie Dupre Bess Luker Alicia Estrada Ryan Dupriest Taylor Watts.
THE FLYWHEEL AND THE DOOM LOOP Good to Great. Introduction Momentum of the flywheel eventually kicks in after a lot of persistent pushing.
Good to Great Chapter 9 Christopher Cook Chelle Hillis Lindsey Young
Good to Great Article by Jim Collins October 2001
Level 5 Leadership Level 1 – Highly Capable Individual: Makes productive contributions through talent, knowledge, skills, and good work habits Level 2.
T EAM 2 C AITLIN C LARK S TEPHEN M ASSIMI W ILL M AYRATH M ATT V ATANKHAH K ATIE T REVINO.
Chapter 5 The Hedgehog Concept Katie Klingele John Stewart Heather Hignojos.
About project
© 2024 SlidePlayer.com Inc. All rights reserved.
Good to Great By Jim Collins - PowerPoint Presentation
Good to great by jim collins - ppt presentation.
good great company phase great good phase company companies transition comparison continued analysis candidate times concept black point category disciplined time box
Download Presentation The PPT/PDF document "Good to Great By Jim Collins" is the property of its rightful owner. Permission is granted to download and print the materials on this web site for personal, non-commercial use only, and to display it on your personal computer provided you do not modify the materials and that you retain all copyright notices contained in the materials. By downloading content from our website, you accept the terms of this agreement.
Related Contents
- Preferences
Good to Great - PowerPoint PPT Presentation
Good to Great
Good to great by: rob gerrie halyna romanyuk anthony reimert scott lygo vicky anton agenda jim collins myths the right idea the right people the right actions summary ... – powerpoint ppt presentation.
- Halyna Romanyuk
- Anthony Reimert
- Vicky Anton
- Jim Collins
- The Right Idea
- The Right People
- The Right Actions
- Good to Great By Jim Collins
- Researched 1435 Companies Over 5 Years
- Compared With Economic Standards
- Change Program Myth
- Burning Platform Myth
- Stock Option Myth
- Fear-Driven Change Myth
- Acquisitions Myth
- Technology-Driven Myth
- Revolution Myth
- The Flywheel
- Slowly Gain Momentum
- Mass x Velocity
- Breakthrough Point
- Step By Step Success
- Hedgehog vs. Fox Theory
- - Fox Knows Many Things
- - Hedgehogs Know One Thing
- Darwin and Evolution
- Bus Analogy
- Leaders start not with WHERE, but with WHO
- Get the RIGHT People ON the Bus
- Get the WRONG People OFF the Bus
- Get the RIGHT People in the RIGHT Seats
- David Maxwells bus ride example
- Adapt to a Fast-Changing World
- Right people are Self-Motivated
- Wrong People Nothing Else Matters
- Stop-Doing List
- Most Companies Have to-do Lists a Mile Long
- School Work Analogy
- Well Prioritized List
- Kimberly-Clark Example
- How to Get Flywheel Rolling
- Jim Collins Quote
- To Become a Great Company one must find the RIGHT IDEA, the RIGHT PEOPLE, and the RIGHT ACTIONS.
PowerShow.com is a leading presentation sharing website. It has millions of presentations already uploaded and available with 1,000s more being uploaded by its users every day. Whatever your area of interest, here you’ll be able to find and view presentations you’ll love and possibly download. And, best of all, it is completely free and easy to use.
You might even have a presentation you’d like to share with others. If so, just upload it to PowerShow.com. We’ll convert it to an HTML5 slideshow that includes all the media types you’ve already added: audio, video, music, pictures, animations and transition effects. Then you can share it with your target audience as well as PowerShow.com’s millions of monthly visitors. And, again, it’s all free.
About the Developers
PowerShow.com is brought to you by CrystalGraphics , the award-winning developer and market-leading publisher of rich-media enhancement products for presentations. Our product offerings include millions of PowerPoint templates, diagrams, animated 3D characters and more.
Good To Great and the Social Sectors
Jan 29, 2013
750 likes | 1.41k Views
Good To Great and the Social Sectors. Jim Collins Interpreted by Dr. Rich Hawkins. Guiding Idea. “We need to reject the naïve imposition of the “language of business” on the social sectors, and instead jointly embrace a language of greatness”. Good –to-Great Cases. Inflection Point. GAP.
Share Presentation
- like viruses
- what organization
- first place
- wide variation
- diffuse power structure
Presentation Transcript
Good To Greatand the Social Sectors Jim Collins Interpreted by Dr. Rich Hawkins
Guiding Idea • “We need to reject the naïve imposition of the “language of business” on the social sectors, and instead jointly embrace a language of greatness”
Good –to-Great Cases Inflection Point GAP Good, not Great Good, not Great Comparison Cases Matched Pairs What Explains The Gap?
Five Key Differences • Defining “Great” Calibrating Success without Business Metrics • Level 5 Leadership Getting Things Done With A Diffuse Power Structure • First Who Getting the Right People On The Bus
Five Key Differences • The Hedgehog Concept Rethinking the Economic Engine without a Profit Motive • Turning The Flywheel Building Momentum by Building the Brand
1. Defining Great • Input vs. Output • Measure what is important and essential to the Vision/Mission • Deliver superior performance over time • “hold yourself accountable for progress in outputs, even if those outputs defy measurement!” • It’s all about what you value and the evidence that you are achieving the desired outcomes
1. Defining Great • Your system is creating the outputs it was designed to create – Deming • Given your organizations outputs, what was it designed to create? • Think achievement, behavior, plusses, minuses, etc. • View through the lens of all stakeholders
1. Defining Great - translated • System design yields system outputs • To achieve different outputs, you must change the design and the thinking that created these outputs initially. • Structures produce behaviors • Create tension through creation of the BHAG’s! (Big Hairy Audacious Goals) • “Become the World’s Greatest Orchestra” • Design, Teach and Steward (think about the Cleveland Orchestra story)
1. Defining Great - translated • Sustainability requires data over time • Over time, when the culture shifts, sustainablility is more likely • Measure what matters! • Even if it f\defies measurement • “Make a great orchestra even greater, defined by artistic excellence”
1. Defining Great - translated • All indicators are flawed • “Don’t find the perfect indicator, but settle upon a consistent and intelligent method of assessing your output results, and then tracking your trajectory with rigor!” • Establish baselines and benchmarks • Pursue your goals with a “laser-like” focus!!!
2. Level 5 Leadership • “I’m not on top of anything” • Confront the “brutal facts” about your current reality • Leadership “style and behavior” must consider the culture and needs of the organization you lead • Executive and Legislative leadership
Executive Leadership • Leader has enough concentrated power to simply make the right decisions • Identify a leader in your organization who has the ability to exercise this kind of power?
Legislative Leadership • No individual leader – not even the nominal chief executive – has enough structural power to make the most important decisions by him/herself • Relies more on persuasion, political currency, and shared interests to create the conditions for the right decisions to happen • It is precisely this legislative dynamic that makes a Level 5 leader!!!!!
Level 5 Leaders… • Ambitious first and foremost for the cause, the movement, the mission, the work – not themselves • They have the will to do whatever it takes to achieve the vision (see p. 12) • Personal humility and professional will is a key factor in creating legitimacy and influence
“The whole point of Level 5 is to make sure the right decisions happen – no matter how difficult or painful – for the long-term greatness of the institution and the achievement of its mission, independent of the consensus or popularity”.
Level 5 Leaders • “I suspect we will find more true leadership in the social sectors than the business sector”. • “The practice of leadership is not the same as the exercise of power” (Burns, 1978) • “True leadership only exists if people follow when they have the freedom not to”.
“Indeed, perhaps tomorrow’s great business leaders will come from the social sectors, not the other way around.” (Collins, 2005, p.13)
Level 5 Leaders translated • Level 5 Leaders are “servant leaders”. • Leaders have followers • Leaders can lose followers as easy as they gain them • Distributed leadership (legislative leaders) • Design Vision, Teach Vision and Steward Vision
3. First Who… • “The Who Principle” • Get the Right People on the Bus! • Get the Wrong People off of the Bus! • Get the Right People into the Right Seats!
3. First Who… • “Our schools could be so much better” • Get the right people on the bus! • Think of all stakeholders, not just teachers • It’s easier than getting the wrong people of the bus (though this is just as important) • “No, you will most likely not get tenure, unless you have proven yourself to be an exceptional teacher” • Is your organization giving tenure to good teachers or great teachers?
3. First Who… • “Our schools could be so much better” • Get the right people on the bus! • Think of all stakeholders, not just teachers • It’s easier than getting the wrong people of the bus (though this is just as important) • “No, you will most likely not get tenure, unless you have proven yourself to be an exceptional teacher”
3. First Who… • As the culture shifts, the “wrong” teachers become uncomfortable – “like viruses surrounded by antibodies” • “Tenure poses one set of challenges, volunteers and lack of resources another but the fact remains: Greatness grows from having the right people in the right seats, not the other way around.”
3. First Who… • Great companies focus on getting and hanging onto the right people in the first place, those who are… • Productively neurotic • Self-motivated • Self-disciplined • Compulsively driven to do the best they can because it’s in their DNA • Lack of resources is not excuse for lack of rigor!
How to Who • It’s about the persons character • First, tap into a persons idealistic passions and second, by making the process selective.” • Employ rigorous screening and and evaluation • The #1 resource for social sector organizations is having enough of the right people willing to commit themselves to the vision and mission • Money can attract people, not necessarily the right people • Money is a commodity; talent is not • Money can never compensate for the lack of right people
3. First Who…translated • You lead people, not schools • People do the work of the organization. • Will they work for the benefit of the organization or against it? What determines their choices? • Great teachers get great results • Beware our mental models. Are we using the existing staff effectively?
3. First Who…translated • Treat people with dignity and respect when telling them the truth! • Tenure great, not good. The culture begins to shift! • Tenure may be an obstacle, but it’s not insurmountable if you have the “will to focus on the vision” • Design, Teach and Steward from the • start!
3. First Who…translated • Align hiring and all processes around hiring, retention, and evaluation around the vision and mission. • Hire a person whose passion, values and skills align with the vision and mission
4. The Hedgehog Concept • “…to attain piercing clarity about how to produce the best long-term results, and then exercising the relentless discipline to say, “No thank you” to opportunities that fail the hedgehog test. • E.g.: Test prep vs. strong first teaching. • What would a Level 5 leader do? • Whose interests would the decision serve?
4. The Hedgehog Concept What are you Deeply Passionate About? What Drives Your Resource Engine? What Can You Be Best in the World at? It’s all about understanding the deep alignment between these three factors
4. The Hedgehog Concept • Passion: Understanding what your organization stands for (its core values) and why it exists (mission and purpose) • Best At: Understanding what your organization can uniquely contribute to the people it touches, better than any other organization on the planet? • Resource Engine: Understanding what best drives your resource engine, broken into three parts: Time. Money, and Brand
The whole purpose of social sectors is to meet social objectives, human needs and national priorities thatcannotbe priced at a profit.
Economic Engine in Social Sectors: 4 Quadrants • Quadrant 1: Government Funded • Quadrant 2: Charitable Support • Quadrant 3: Hybrid (Business and Charitable) • Quadrant 4: Business Stream (profit generating) Identify the revenues schools generate within each sector.
“…the wide variation in economic structures in the social sectors increases the importance of the hedgehog principle – the inherent complexity requires deeper, more penetrating insight and rigorous clarity than in your average business entity” (p.20)
ALIGNMENT • “How does focusing on what we can do best tie directly to our resource engine, and how does our resource engine directly reinforce what we can do best?” And you must be right.
The Hedgehog Concept – Make the Connections Skills and Capabilities (ppk) Relationships Practices Deep Learning Cycle ABA’s Guiding Ideas Evidence Awareness and Sensibilities PDSA Domain of Strategic Architecture Innovations in Infrastructures T, M, & Tools
No Hedgehog Lives Here Shared Vision? Herein Lies the Problem
The Hedgehog Lives Here! Shared Vision The Ideal
4. The Hedgehog Concept… translation • Design, teach and steward in alignment with your vision and mission • “Our most valuable “resource” in schools is the people in our system who believe in our vision and mission with passion and dedication, and an unusual, productive obsession on overcoming all obstacles to the organizations success” (Hawkins, 2009)
5. Turning the Flywheel • “In building a great institution, there is no single defining action, no grand program, no one killer innovation, no solitary break, no miracle moment. Rather, our research showed that it feels like turning a giant, heavy flywheel” (p.22).
5. Turning the Flywheel • After pushing and pulling with great effort –days, weeks, and months of work, with almost imperceptible progress – you finally get the flywheel to inch forward. But you don’t stop. You keep pushing, and with persistent effort, you finally get the flywheel to complete one entire turn. You don’t stop. You keep pushing, in an intelligent and consistent direction and the flywheel moves a bit faster. With continued ,persistent effort, it moves faster and faster until it speeds toward the breakthrough! It continues with almost unstoppable momentum. This is how you build greatness. (p. 23)
5. Turning the Flywheel By focusing on the Hedgehog Concept, you buildresults. Those results attract resources and commitment, which builds a stronger organization. The organization delivers even better results, which attracts greater resources and commitment, which builds a stronger organization, which enables even better results. People want to feel the excitement of being involved with something that just flat out works. When they begin to see tangible results – when they can feel the flywheel beginning to build speed – that’s when most people line up to throw their shoulders against the wheel and push.
5. Turning the Flywheel Building a great organization requires a shift to “clock building” – shaping a strong, self-sustaining organization that can prosper beyond any single programmatic idea or visionary leader. To have the greatest impact on society requires first and foremost a great organization, not a single great program Organizations that focus on the Hedgehog Concept and that build greatness get a “brand reputation” that enables leaders to do their work the best way they know how. Get out of their way, and let them build a clock.
5. Turning the Flywheel Is Harvard delivering a better education than other colleges? Is the Red Cross truly delivering the best disaster relief services? Are North Shore school districts truly delivering better education then South Shore Districts? A key link in the social sectors is brand reputation – built upon tangible results and emotional share of heart – so that potential supporters believe not only in your mission, but in your capacity to deliver on that mission. Brand reputations give people an easy way to support a cause they care about.
Focus on Vision/Mission “More Better” Results Results Attract Even More Resources and Commitment Attract Resources and Commitment Even Better Results Better Results A Positive Reinforcing Loop Attract More Resources and Commitment
5. The Flywheel…translated • Continuous Improvement • Plan, Do, Study, Act – Deming • Go slow to go fast! • Start with a small, committed group and design for quick wins and CELEBRATE THEM! • Create alignment around the vision and core mission (educating all children to high standards) • Maintain a laser-like focus on the “main thing”! • Success breeds success! • Maintain creative tension
Great Organizations • Practice the principle of Preserve the Core and Stimulate Progress, separating core values and fundamental purpose (which should never change) from mere operating practices, cultural norms and business strategies (which endlessly adapt to a changing world).
Great Organizations translated • Practice the principle of Preserve the Core and Stimulate Progress, separating Vision/Mission and Guiding Ideas (which should never change) from mere Cultural norms, Innovations in Infrastructure and Theories Methods and Tools (which endlessly adapt to a changing world).
Great Organizations • Social Sector leaders pride themselves on “doing good” for the world, but to be of “maximum service requires a ferocious focus on doing good ONLY if it fits with your Hedgehog Concept. • To do the most good requires saying “no” to pressures to stray, and the discipline to stray, and the discipline to stop what does not fit.
Great Organizations translated • Social Sector leaders pride themselves on “doing good” for the world, but to be of maximum service requires a ferocious focus on doing good ONLY if it fits with your Vision, Mission and Guiding Ideas. • To do the most good requires saying “no” to pressures to stray (strong first teaching), and the discipline to stop what does not fit (test prep).
- More by User
Good to Great
Good to Great. Why Some Companies Make the Leap... and Others Don´t. GOOD IS THE ENEMY OF GREAT. ”That´s what makes death so hard – unsatisfied curiosity.” Beryl Markham. GOOD IS THE ENEMY OF GREAT. * Can a good company become a great company, and if so, how?
1.37k views • 67 slides
Good to Great. Chapter 8 The Flywheel & the Doom Loop Group 2 Mitchell Stack Heather McMahon Scott Devore Cory Gregory Ryan White Brittany Thomason Jacob Western. Revolution means turning the wheel. -Igor Stravinsky. Buildup and Breakthrough.
955 views • 37 slides
Good to Great . Chapter 2 – Level 5 leadership. Darwin Smith. “Best example of taking a good company and making it great” CEO of Kimberly-Clark 20 Years Stock Returns 4.1 times higher during his time Not a typical leader but used Level 5 Leadership. Level 5 Leadership.
1.76k views • 12 slides
Good to Great. By: Rob Gerrie Halyna Romanyuk Anthony Reimert Scott Lygo Vicky Anton. Agenda. Jim Collins Myths The Right Idea The Right People The Right Actions Summary. Jim Collins. “Good to Great” By Jim Collins Researched 1435 Companies Over 5 Years
714 views • 12 slides
Good to Great. Ch . 2 Level 5 Leadership By : Jennifer Eccles, Scott Addison, Clint Chapman, Lauren Sterna, Collin Gillaspie, Craig Crowell. Level 5 Leadership. Darwin E. Smith-CEO, Kimberly-Clark. Turned Kimberly-Clark into the leading consumer based paper company in the world.
450 views • 18 slides
Good to Great. College of Technology Workforce Training Presented by Geoff Ranere. Good to Great. “If you want what you’ve never had, you must be willing to do what you've never done” Walt Disney. Good to Great.
778 views • 47 slides
Good To Great
Good To Great. Chapter 9 Jonathan Alvarez, Chris Hill, Shawn Stults. From Good To Great To Built To Last. When we compare these two books there are four basic conclusions.
699 views • 26 slides
GOOD TO GREAT
GOOD TO GREAT. CH. 7 : TECHNOLOGY ACCELORATORS. Lauren Sterna Craig Crowell Collin Gillaspie Jennifer Eccles Scott Addison Clint Chapman. vs. VS. Drugstore.com launched and online pharmacy and mailed prescriptions to customers causing Walgreens stock to drop 40%
349 views • 17 slides
Good to Great. Why Some Companies Make the Leap . . . and Others Don’t. As Jd said in the intro we are going to talk about how companies make the move from good to great but first its important to understand what is a good company and what is a great company
341 views • 13 slides
Good to Great. Team 6 Will Kerlick Bryan Fetterman Reece Macdonald Molly Murdock John Fletcher. Chapter 1: Good is the Enemy of Great.
4.71k views • 30 slides
GOOD TO GREAT. Sarah Topping Sheena McDonald Heather Rivera Craig Alanen Ryan Stack Bryan Baker. Myth’s of Corporate Change. The Myth’s : “Forget everything you’ve ever learned…” Motivation of People. Key Points. Fly Wheel vs. Doom Loop Hatching of the Egg
243 views • 10 slides
Good to Great. Ch. 6: A Culture of Discipline Meghan Davidson Berklye Dominguez Justin Pickard Michael Simpson Andrew Varga. A Culture of Discipline. George Rathmann Successful Entrepreneur Amgen Learned from working at Abbott Laboratories. A Culture of Discipline cont.
640 views • 32 slides
“Good to Great”
“Good to Great”. What is “Good to Great”?. What is “Good to Great”?. Level 5 Leadership. LEVEL 5 EXECUTIVE Builds enduring greatness through a paradoxical blend of personal humility and professional will. Level 5. Level 4. EFFECTIVE LEADER
836 views • 45 slides
Group3 John Wise Ethan Noble Jacob Weems Charles Hodges Amanda Barrientes. Good To Great. Chapter 3: First Who…. Then What. First Who…. Then What. People vs. direction Three Simple Truths: Who then what Right people self-motivated Great people > Great Vision Wells Fargo
337 views • 11 slides
Good to Great. Chapter 4 Confront the brutal facts never lose faith Presented by : Jonathan Alvarez, Chris Hill, Shawn Stults. Kroger vs. A&P. Same type of companies: Both invested all assets into the traditional grocery store.
492 views • 19 slides
Good to Great. First Who…Then What. Getting the right people. 3 Truths:. Begin with “who” How to motivate and manage people largely goes away Great vision without great people is irrelevant. Humility.
300 views • 10 slides
Good to Great in the Social sectors
Good to Great in the Social sectors. WHEN YOU COMPARE GREAT COMPANIES WITH GOOD ONES, MANY WIDELY PRACTICED BUSINESS NORMS TURN OUT TO CORRELATE WITH MEDIOCRITY. NEED FOR GREATER DISCIPLINE. DISCIPLINED PLANNING DISCIPLINED PEOPLE DISCIPLINED GOVERNANCE DISCIPLINED ALLOCATION OF RESOURCES.
1.17k views • 29 slides
Good to Great. Team 3: Ryan, Gerald, Courtney, Scott, Brandon, Kara, William, Brett . What have we learned?. Level 5 leadership First Who… Then What Confront the Brutal Facts Hedgehog Concept Culture of Discipline Technology Accelerators. Jim Koch. A Level 5 Leader.
437 views • 21 slides
Good to great.
Good to great. Rotary Club of Missoula. What this club means to you?. Opportunity to serve: financially, with time, with skills (or all three). Fellowship Education on community, national and international issues. Networking Proud to be involved. Opportunity to give back.
232 views • 15 slides
Good to Great. Author: Jim Collins.
302 views • 12 slides
Good to great school is a non-profit organization that supports schools on their improvement journey. With decades of experience, we help schools transition from Poor to Fair, Fair to Good, Good to Great and on to Excellent.visit:https://goodtogreatschools.org.au/
143 views • 8 slides
IMAGES
VIDEO
COMMENTS
Chapter 1: good is the enemy of great. GOOD IS THE ENEMY OF GREAT. "The vast majority of companies never become great, precisely because the vast majority become quite good-and that is their main problem." (p. 1) Download Presentation. superior stock market performace. modern portfolio theory. bowes walgreens wells fargo.
Presentation Transcript. Team 2 Caitlin Clark Stephen Massimi Will Mayrath Matt Vatankhah Katie Trevino Good to GreatBy Jim Collins Chapter 1. Good is the enemy of the great. Overview • While presenting his first book, Bill Meehan, the managing director of the San Francisco office of McKinsey & Company, told Jim Collins, • "You know, Jim ...
1 GOOD TO GREAT By: Jim Collins. Chapter 1: good is the enemy of great. 2 GOOD IS THE ENEMY OF GREAT. "The vast majority of companies never become great, precisely because the vast majority become quite good-and that is their main problem." (p. 1) So, what does it take for a company to go from a good company to a great company?
Good To Great By Jim Collins. Good To Great By Jim Collins. Chapter 7: Technology Accelerators Team 1. Crawl, Walk, then Run. Companies should respond to new technologies by first crawling, then walking, and finally running Crawl - Experiment with the new technology and determine if it fits into the Hedgehog Concept. 332 views • 18 slides
Title: GOOD TO GREAT 1 GOOD TO GREAT. Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice, and discipline. Jim Collins; 2 GOOD TO GREAT - summary. A five-year study determining the difference between good companies and great companies. Good is the enemy of great.
Download Presentation from below link. Download Presentation The PPT/PDF document "Good to Great By Jim Collins" is the property of its rightful owner. Permission is granted to download and print the materials on this web site for personal, non-commercial use only, and to display it on your personal computer provided you do not modify the ...
Title: Good To Great By Jim Collins. 1. Good To GreatBy Jim Collins. Chapter 7 Technology Accelerators. Team 1. 2. Crawl, Walk, then Run. Companies should respond to new technologies by. first crawling, then walking, and finally running.
Presentation Transcript. Good to Great Team 6 Will Kerlick Bryan Fetterman Reece Macdonald Molly Murdock John Fletcher. Chapter 1: Good is the Enemy of Great • After writing the book "Built to Last," it was brought to Collins's attention that the book didn't tell companies how to become great, so he decided to do some research.
View Good To Great By Jim Collins PPTs online, safely and virus-free! Many are downloadable. Learn new and interesting things. Get ideas for your own presentations. Share yours for free!
Presentation Transcript. Summary ofGood to GreatbyJim Collins "You can accomplish anything in life, provided that you do not mind who gets the credit." -Harry S. Truman "Good is the enemy to great!". Good to Great Model • Level 5 leadership • First who . . . then what • Confront the brutal facts • The hedgehog concept • A ...
"Good to Great" by Jim Collins Some Highlights. E-mail: [email protected] Website: www.scythian.biz. The Sample of Good to Great Companies. Start with 1,435 good companies. Examine their performance over 40 years. Then find the 11 companies that went from mediocre and became great * .
Good to Great By: Rob Gerrie Halyna Romanyuk Anthony Reimert Scott Lygo Vicky Anton Agenda Jim Collins Myths The Right Idea The Right People The Right Actions Summary ... - A free PowerPoint PPT presentation (displayed as an HTML5 slide show) on PowerShow.com - id: 43818a-ZGQ4Z
Good To Great and the Social Sectors. Good To Great and the Social Sectors. Jim Collins Interpreted by Dr. Rich Hawkins. Guiding Idea. "We need to reject the naïve imposition of the "language of business" on the social sectors, and instead jointly embrace a language of greatness". Good -to-Great Cases.