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Good To Great-Ch. 1

Good To Great-Ch. 1. Marsha Swink Jonathan McLaurin Paul Shirley. Curiosity. Why do some companies make the leap from good to great and not others?. Phase 1: The Search. Teamwork Financial Analysis “Death March” The Pattern Unlikely Good to Great “Sexy Companies”.

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Good To Great-Ch. 1

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  1. Good To Great-Ch. 1 Marsha Swink Jonathan McLaurin Paul Shirley

  2. Curiosity • Why do some companies make the leap from good to great and not others?

  3. Phase 1: The Search • Teamwork • Financial Analysis “Death March” • The Pattern • Unlikely Good to Great “Sexy Companies”

  4. Eleven Good to Great Cases Abbott Circuit City Fannie Mae Gillette Kimberly-Clark Kroger Nucor Philip Morris Pitney Bowes Walgreens Wells Fargo

  5. Phase 2: Comparisons • Comparison Companies • Differences not similarities • Why no leap?

  6. Phase 3: The Black Box • Immense amount of data • No pre-conceived theory • “Dogs that did not bark” • What’s different…surprising? • Both use 5 elements of strategy • Conscious choices

  7. Phase 4: Chaos to Concept • Chaos of unorganized information • Concepts: Here not there • Withstanding the tests • Being met with criticism

  8. Flywheel Breakthrough Build Up First Who… Then What Level 5 Leadership Confront The Brutal Facts Hedgehog Concept Culture of Discipline Technology Acceleration Disciplined People Disciplined Thought Disciplined Action

  9. Disciplined People-Level 5 Leadership • Start of the Flywheel • Ambition towards institution • Blend of personal humility and professional will

  10. Disciplined People-First Who…Then What • Myth: “People are your most important asset” • “Who” comes before “What” • “Right Person” comes from Character

  11. Disciplined Thought-Confront the Brutal Facts • Never lose faith (Stockdale Paradox) • Let everyone be heard • Hit the reality of situations head-on

  12. Disciplined Thought-Hedgehog Concept • Simplicity within the 3 circles • Strategies based on understanding • Hedgehog or Fox?

  13. Disciplined Action-Culture of Discipline • Doesn’t need excessive controls • Not just about action • Stays within the Hedgehog Concept

  14. Disciplined Action-Technology Accelerators • Accelerator not creator • Avoid fads and bandwagons • Does it fit with your Hedgehog Concept

  15. Three Main Points • Level 5 Leadership • Good is the Enemy of Great… the human problem • Judge and Jury

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