Good to Great Chapter 9. From. To. Christopher Cook Chelle Hillis Lindsey Young Phillip Flick. The Role of Built to Last. Collins’ research team did not want to reference Built to Last. Some were afraid of fundamental discrepancies.
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Collins’ research team did not want to reference Built to Last.
Some were afraid of fundamental discrepancies.
“I’m afraid that if we start with BTL as the frame of reference, we’ll just go around in circles proving our own biases.”
Jim Collins “start from scratch.”
Built to Last companies followed good to great framework.
Good to Great is a prequel to Built to Last.
Discover your core values and purpose beyond just making money.
A tremendous resonance exists between the two studies.
Sam Walton began with a single store in 1945 , didn’t open his second store until 7 years later.
Key to enduring greatness.
Distinguishes the company more than any of its products.
Profit is not the fundamental goal!
Not about what core values but that you have core values at all.
1).Clock Building, Not Time Telling
2). Genius of AND
3). Core Ideology
4). Preserve the Core/Stimulate Progress
Level 5 Leadership
1). Clock Building, Not Time Telling: Build company that can tick along without them.
2). Genius of AND: Personal humility and professional will.
3).Core Ideology: ambitious for the company, purpose beyond their own success.
4).Preserve the Core/ Stimulate Progress: relentless in stimulating results and achievement.
1). First who=clock building
First what=time telling
2). Get the right people on the bus AND the wrong people off the bus.
3). Practicing “first who” means selecting people more on their fit with the core values and purpose than on skills and knowledge.
4). First who means promoting from within, which reinforces core values. (FedEx)
1).Climate where truth is heard is clock building.
2).Confront brutal facts of your current reality AND retain unwavering faith you will prevail in the end. (Stockdale Paradox)
3).Clarifies values an organization truly holds as core vs. those it would like to hold as core.
4).Brutal facts clarify what must be done to stimulate progress.
1). Council mechanism is clock building.
2). Deep understanding AND incredible simplicity.
3).What you are passionate about circle: overlaps with core values and purpose.
4).Good BHAGs flow from understanding; bad BHAGs flow from bravado. Great BHAGs sit right in the middle of the three circles.
1). Operating through sheer force and personality as disciplinarian: time telling
Building an enduring culture of discipline: clock building.
2).Freedom AND responsibility.
3). Ejects those who do not share the values and standards of the organization.
4). Give people more freedom to experiment and find their own best path to results.
1). Technology accelerators are a key part of the clock.
2). Shun technology fads AND pioneer the application of technology.
3). In a great company, technology is subservient to core values, not the other way around.
4). Right technology accelerates momentum in the flywheel, toward achievement of BHAGs.
1).Flywheel creates sustained building of momentum, does not depend on presence of charismatic visionary to motivate people.
2).Evolutionary, incremental process AND revolutionary, dramatic results.
3).Doom loop makes it impossible to instill core values and purpose.
4).Smooth consistency of the flywheel and building of momentum to point of breakthrough create the perfect conditions for instilling core values while stimulating change and process.
Turning whatever you are doing into greatness.
Learning to fuel motivation, not create motivation.
Good to great concepts were precursor to built to last companies.
Good to great framework facilitates longevity.
Using “Core Ideology” to go from greatness into enduring greatness.
Good to Great ideas lay the groundwork for the ultimate success of the Built To Last ideas.
Finish Strong and being passionate in your work while fueling motivation of those around you.