As such, there are two cycles, the flywheel cycle and the doom of loop cycle. If a company has good to great essay right personnel in the right positions of leadership then it will, more often than not, develop the right overarching strategies for the firm Collins, good to great essay, My writing is atrocious. This chapter underlines the importance of an organizational culture of discipline in transforming a company from good to great. Need custom written paper? What constitutes these essays as some the best American essays throughout the century?
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Before You'll check out a book report sample from our professional writers remember that if you looking for someone who can write your book report from scratch or maybe a book review assignment? You came to the right place! Put the requirements of your assignments into the order form and make a payment and put the rest of your work on the shoulders of our writers! Get a price quote Type of assignment Writer level Urgency Number of pages Total price:. Just like his previous book, Build to Last, Good to Great it defined good to great essay continues to define the contemporary management theory and practices.
In the book, Collins seeks to identify and evaluate the mitigating factors and variables that can aid or hinder an average organization from leveraging its potentials and transcend to greatness, good to great essay. This book report summarizes the contents of the chapters of this book, in the process of identifying the management, personnel, practices, and employee behavior among other factors that are essential in transitioning from a good company to the great one. Jim Collins starts the book by identifying complacency as the primary enemy of progress. Collins observes that good companies become so good to great essay with their progress that they do not aspire to become greater than what they already are.
This first chapter extensively provides the foundation for the study including the definition of the criteria for determining good and great, good to great essay. The set of criteria used by his research team identifies the companies that have made the good-to-great transition. Some of the most vital factors under consideration were the period of growth of the enterprise and the growth of sustainability. The companies identified for inclusion in the study were Walgreens, Wells Fargo, Nucor, Circuit City, Gillette, Abbott, Kimberley-Clark, Kroger, Fannie Mae, Pitney Bowes, and Philip Morris Collins, Use code first15 and get.
The author established that contrary to widely-held beliefs, CEO compensation, state of the art technologies, and change management among other factors are not the primary factors in enabling the good-to-great transition. Instead, Jim Collins and his team of researchers identified disciplined people, disciplined thought, and disciplined action as the key enablers of the transition. These three factors form a 3-stage framework formulating a timeless principle that can invoke the transformation process from good to great for any organization. The bottom line, according to Collinsis that disciplined people hold disciplined thoughts that, in turn, fashion a culture of discipline, which is essential in ushering in disciplined action.
Finally, good to great essay, Collins concludes by identifying the relationship between the Built to Last concepts and those explicated later on in the book. This chapter begins to explicate the unique factors that set apart great companies from good ones, good to great essay. One of those key defining factors is the quality and nature of leadership exhibited in great organizations Collins, Jim Collins identified this unique style of leadership common among all great enterprises simply as Level 5 leadership. It is the good to great essay level in the five-level hierarchy of leadership. Level 1 leadership consists of good to great essay by highly capable individuals who make positive contributions to organizations through talent, knowledge, and skills among others.
Level 2 leadership consists of contributing team members leveraging their unique individual capabilities to achieve synergetic benefits and the overall objectives of the organization. Level 4 leadership exhibits an effective leader who eagerly pursues a compelling vision with the vigor rubbing off on others stimulating higher performances. The ultimate level, level 5 leadership, is the executive style of leadership that conjures up greatness through a perfectly balanced blend of humility and professionalism Collins, Need custom good to great essay paper? We'll write an essay from scratch according to yout instructions! Collins established good to great essay all great companies had leaders that displayed an unusual and extensively sustained blend of profound humility and good to great essay determination, good to great essay.
The main reason why level 5 leaders are apt in actualizing the transition from good to great is that they value and give precedence to the ambitions of the organization as opposed to their individual endeavors Collins Crucially, Collins discounted the idea of appropriating a celebrity CEO to rescue a flailing firm. The study established that 10 of the 11 enterprises that made the good-to-great transition had a CEO that came from inside the company after climbing the corporate ladder Collins, Firms, therefore, ought to promote from within to attain the desired good-to-great transformations. In this chapter, Jim Good to great essay stresses the importance of having the right personnel to enable the good-to-great transition.
Collins underscores the adage that people are good to great essay most valuable asset in any organization. If a company has the right personnel in the right positions of leadership then it will, more often than not, develop the right overarching strategies for the firm Collins, It would be pointless to have a great, capable, good to great essay visionary leader without the relevant people around to assist him or her to achieve the vision. To make the transition effectively, just like in the case of Nucor, Collins argues, it is imperative that these individuals be of high quality, with immense talent, and possess level 5 leadership abilities Collins, Collins further argues that such an arrangement to acquire the right personnel should dissipate the inherent problems of troublesome personnel including the wasteful use of resources.
Crucially, this chapter presents a rigorous people-management framework that great companies employ in all their personnel decisions. The framework insists on hiring only the right employees and disregarding hiring if there are none in the available pool of workforce. When the employees are underperforming, Collins recommends moving them to other positions instead of terminate them to good to great essay their other talents. Lastly, Collins advises companies to give their best employees their most promising opportunities and prospects Collins, It hedges against brain drain when an underperforming section has to be disposed of.
In this chapter, Collins lays down another key ability that great firms have that differentiates them from good and mediocre ones. Great enterprises have leaders who can examine current reality and embrace or otherwise address the brutal facts they unearth Collins, Do you have only a couple of days or even hours to prepare you essay writing? Our writers will cope with your order in timely manner! Jim Collins concludes this chapter by outlining a process that guarantees utmost awareness of the emerging and changing trends to keep companies abreast of the new developments. The first step is to cultivate a culture of inquiry through leading with questions, as opposed to answers Collins, The second step is to identify data-driven solutions through engaging employees in debates and dialogue instead of employing coercion to get tasks done Collins, The third step is to explore mistakes to promote learning and understanding.
Collins crucially cautions that the autopsies should be devoid of blames. The last step is to design a red flag mechanism to note the information that one cannot ignore for decision-making purposes Collins, This chapter appropriates the metaphor of good to great essay hedgehog to demonstrate the inherent greatness in simplicity. Jim Collins points out that when the hedgehog is under attack it simply rolls itself into a ball, in the process fending away its predators. As simple as it looks, the strategy works. Collins insists that the bottom line is that more is not always better. This chapter effectively establishes that a key practice of the companies that have experienced the good-to-great transformation has not been to do a host of things well but rather to identify and concentrate on a single thing, which it does better than its competitors Collins, The author advises firms to take their time and invest their resources in identifying the single function that can allow the enjoyment of the benefits of the hedgehog concept.
How it works Step 1. Visit our order form page and provide your essay requirements Step 2. Submit your payment Step 3. Now check your email and see the order confirmation; keep it and use for future reference Step 4. Log in to your personal account to communicate with the support and the writer Step 5. Download the finished paper Step 6. Provide customer satisfaction feedback and inform us good to great essay we did well on your task, good to great essay. The author concludes the chapter by identifying the criteria that one can use to identify the single function that the firm enjoys a competitive advantage in. First, the company should determine the functions it can excel beyond the competitors and those it cannot.
Then it should establish the economic drivers and finally determine the functions it is passionate about Collins, good to great essay, Collins argues that by using the hedgehog concept great companies can define on their own how to produce exceptional economic results. This chapter underlines the importance of an organizational culture of discipline in transforming a company from good to great. However, Collins is keen to point out that a culture of discipline is not synonymous with a culture of authoritarianism or assumption of tyrannical disciplinarian roles, good to great essay. A culture of discipline, according to Collins, is the possession of the unrelenting determination by all the components of an organization to succeed in a task. As such, a disciplined organization has a workforce that is personally invested in not only the success of their individual tasks but also that of the organization Collins, The organization has disciplined individuals that hold and engage in disciplined thought and complement these with disciplined action.
Collins establishes that the culture of discipline thrives on the tenets of freedom and responsibility within a framework. Consequently, in great companies, as opposed to merely good ones, the managers are responsible for managing systems as opposed to people since the people already know how to function within the system Collins, The duty of the leaders is to manage and inspire the already disciplined people to dedicate all they can within their means to fulfill their responsibilities. Firms that experience the good-to-great transition have a culture of discipline that motivates the employees to work with fanatical devotion and single-minded intensity to meet the overall objectives of the company.
As the proliferation of technology continues, good to great essay, so does increased dependency on technology for business solutions Collins, However, Collins cautions against this blind appropriation of technology accelerators to address every problem, real and perceived. Collins, instead, advises firms to approach technology, especially new and emerging, with caution through undertaking due diligence. Crucially, Collins recommends that firms align their technology accelerators with their hedgehog concepts.
As such, companies should only appropriate those technologies that will enhance their competitive advantage and help to meet their pre-determined objectives Collins, Order Book Report. Collins concludes this chapter by asserting that great companies, unlike ordinary ones, use technologies to accelerate the momentum of their progress, good to great essay, not to create it. While they are proactive rather than reactive, good to great essay, they are still keen to acquire the relevant technologies only and quickly adapt as technology and times change. As such, to actualize the good-to-great transition, enterprises should only leverage technologies that are compatible with their objectives, and that will accelerate their attainment.
Collins advises that the ideal approach to technologies should be a pause, crawl, walk, and then run Collins, In this chapter, Collins establishes good to great essay the fate of a business, whether it succeeds or fails, determines by the accumulation of incremental positive or negative consequences of the business decisions made over time. Unlike the popular misperception that business failure or success comes suddenly, Collins establishes that it happens over time Collins, As such, there are two cycles, the flywheel cycle and the doom of loop cycle.
Consequently, firms that use the flywheel cycle initiate positive momentum and accumulate positive tangible outcomes that help them transition from being a good company to a great one Collins, The opposite is also true. The doom of loop cycle initiates a reactive decision-making domino effect that entails following short trends, frequent change of the management staff, loss of job satisfaction and employee morale, and failing results Collins, Good companies try to create momentum often failing due to chronic inconsistencies whereas great ones utilize the accumulated energy, momentum, and the already realized progress to further transcend into greatness. It provides meaningful insights that, if appropriate, can transform a good company into a great one.
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Crucially, this chapter presents a rigorous people-management framework that great companies employ in all their personnel decisions. The framework insists on hiring only the right employees and disregarding hiring if there are none in the available pool of workforce. When the employees are underperforming, Collins recommends moving them to other positions instead of terminate them to leverage their other talents. Lastly, Collins advises companies to give their best employees their most promising opportunities and prospects Collins, It hedges against brain drain when an underperforming section has to be disposed of. In this chapter, Collins lays down another key ability that great firms have that differentiates them from good and mediocre ones. Great enterprises have leaders who can examine current reality and embrace or otherwise address the brutal facts they unearth Collins, Do you have only a couple of days or even hours to prepare you essay writing?
Our writers will cope with your order in timely manner! Jim Collins concludes this chapter by outlining a process that guarantees utmost awareness of the emerging and changing trends to keep companies abreast of the new developments. The first step is to cultivate a culture of inquiry through leading with questions, as opposed to answers Collins, The second step is to identify data-driven solutions through engaging employees in debates and dialogue instead of employing coercion to get tasks done Collins, The third step is to explore mistakes to promote learning and understanding. Collins crucially cautions that the autopsies should be devoid of blames. The last step is to design a red flag mechanism to note the information that one cannot ignore for decision-making purposes Collins, This chapter appropriates the metaphor of the hedgehog to demonstrate the inherent greatness in simplicity.
Jim Collins points out that when the hedgehog is under attack it simply rolls itself into a ball, in the process fending away its predators. As simple as it looks, the strategy works. Collins insists that the bottom line is that more is not always better. This chapter effectively establishes that a key practice of the companies that have experienced the good-to-great transformation has not been to do a host of things well but rather to identify and concentrate on a single thing, which it does better than its competitors Collins, The author advises firms to take their time and invest their resources in identifying the single function that can allow the enjoyment of the benefits of the hedgehog concept. How it works Step 1. Visit our order form page and provide your essay requirements Step 2.
Submit your payment Step 3. Now check your email and see the order confirmation; keep it and use for future reference Step 4. Log in to your personal account to communicate with the support and the writer Step 5. Download the finished paper Step 6. Provide customer satisfaction feedback and inform us whether we did well on your task. The author concludes the chapter by identifying the criteria that one can use to identify the single function that the firm enjoys a competitive advantage in. First, the company should determine the functions it can excel beyond the competitors and those it cannot.
Then it should establish the economic drivers and finally determine the functions it is passionate about Collins, Collins argues that by using the hedgehog concept great companies can define on their own how to produce exceptional economic results. This chapter underlines the importance of an organizational culture of discipline in transforming a company from good to great. However, Collins is keen to point out that a culture of discipline is not synonymous with a culture of authoritarianism or assumption of tyrannical disciplinarian roles. A culture of discipline, according to Collins, is the possession of the unrelenting determination by all the components of an organization to succeed in a task.
As such, a disciplined organization has a workforce that is personally invested in not only the success of their individual tasks but also that of the organization Collins, The organization has disciplined individuals that hold and engage in disciplined thought and complement these with disciplined action. Collins establishes that the culture of discipline thrives on the tenets of freedom and responsibility within a framework. Consequently, in great companies, as opposed to merely good ones, the managers are responsible for managing systems as opposed to people since the people already know how to function within the system Collins, The duty of the leaders is to manage and inspire the already disciplined people to dedicate all they can within their means to fulfill their responsibilities.
Firms that experience the good-to-great transition have a culture of discipline that motivates the employees to work with fanatical devotion and single-minded intensity to meet the overall objectives of the company. As the proliferation of technology continues, so does increased dependency on technology for business solutions Collins, However, Collins cautions against this blind appropriation of technology accelerators to address every problem, real and perceived. Collins, instead, advises firms to approach technology, especially new and emerging, with caution through undertaking due diligence. Crucially, Collins recommends that firms align their technology accelerators with their hedgehog concepts. As such, companies should only appropriate those technologies that will enhance their competitive advantage and help to meet their pre-determined objectives Collins, Order Book Report.
Collins concludes this chapter by asserting that great companies, unlike ordinary ones, use technologies to accelerate the momentum of their progress, not to create it. While they are proactive rather than reactive, they are still keen to acquire the relevant technologies only and quickly adapt as technology and times change. As such, to actualize the good-to-great transition, enterprises should only leverage technologies that are compatible with their objectives, and that will accelerate their attainment. Collins advises that the ideal approach to technologies should be a pause, crawl, walk, and then run Collins, In this chapter, Collins establishes that the fate of a business, whether it succeeds or fails, determines by the accumulation of incremental positive or negative consequences of the business decisions made over time.
Unlike the popular misperception that business failure or success comes suddenly, Collins establishes that it happens over time Collins, As such, there are two cycles, the flywheel cycle and the doom of loop cycle. Consequently, firms that use the flywheel cycle initiate positive momentum and accumulate positive tangible outcomes that help them transition from being a good company to a great one Collins, The opposite is also true. The doom of loop cycle initiates a reactive decision-making domino effect that entails following short trends, frequent change of the management staff, loss of job satisfaction and employee morale, and failing results Collins, Good companies try to create momentum often failing due to chronic inconsistencies whereas great ones utilize the accumulated energy, momentum, and the already realized progress to further transcend into greatness.
It provides meaningful insights that, if appropriate, can transform a good company into a great one. Then what………………….. Confront the brutal facts…………………7 Chapter 5. Hedgehog Concept………………………9 Chapter 6. Cultural Discipline………………………. Technological Accelerators……………. The Flywheel And the Doom Loop……. From Good To great To built to Last….. Having invested over a decade of research into the topic, Jim has co-authored three books, including the classic Built to Last, a fixture on the Business Week bestseller list for s eliminated wasteful luxuries, like executive dining rooms, corporate jets, lavish vacation spots, etc. All 11 of the featured companies had this type of leadership, charactmulti-year research projects and works with executives from the private, established as one of the most influential management consultants, further established his credibility with the wildly popular Good to Great: Why Some Companies Make the Leap The book went on to be one of the bestsellers in the genre, and it is now widely regarded as a modern classic of management theory.
Collins takes up a daunting challenge in the book: identifying and evaluating the factors and variables that allow a small fraction of companies to make the transition from merely good to truly great. Using these criteria, Collins and his research team exhaustively catalogued the business literature, identifying a handful of companies that fulfilled their predetermined criteria for greatness. The resulting data are presented in Good to Great in compelling detail. Over the course of 9 chapters, Collins addresses a number of management, personnel, and operational practices, behaviors, and attitudes that are both conducive and antithetical to the good-to-great transition. Good to Great: Why some companies make the leap Good to Great, published in March , is actually a narrative presentation of the quest of Jim Collins and his team as they conducted a research study regarding company performance which rooted from a single question: Can a good company become a great company and, if so, how?
Challenged, Jim Collins started the five-year research of how a good company can become great. The research, backed up Good to Great: Why Some Companies Make the Leap Jim Collins counters criticisms on Built to Last with Good to Great, by unfolding sought-after information on how to turn a company into a great one. These 11 companies were included based on at least 15 years of advanced performance. Jim Collins began his research as a Stanford Graduate School of Business faculty member. At Stanford University, Collins has degrees in mathematics and business administration, as well as degrees from the University of Colorado and the Peter F.
Drucker Graduate School of Management at Claremont Graduate University. In , he founded a management laboratory in Boulder, Colorado where he continues to perform research and discuss his findings with executives from social and corporate areas. Collins has worked with CEOs in several companies and social sector organizations. He is the author and co-author of five books that revolve around his research including Built to Last, with Jerry I It is mainly about the seven steps to constructing a system to turn a good or even bad company to a great company. I would like to share some feelings about this book with you in the following paragraphs. To start with, when talking about becoming great, there are seven pivotal steps that we must do. Firstly, we need to find the 5 level leadership.
Secondly, finding the proper staff is more important than doing the proper things. Thirdly, confronting the brutal reality is also a necessity for being great. Fourthly, we should insisting on hedgehog concept throughout the process. Fifthly, we need to share a culture of discipline in the whole company. Sixthly, using technology as an accelerator when necessary. Seventhly, putting all these disciplines into practical management cyclically then we will make a difference and become great. As to the first step, finding the 5 level leadership, I think this is the key to the whole process. The core of 5 level leadership is to lead the company to gain sustaining development. A 5 level leadership can gain brilliant achievements in his or her duration and also can help construct a system to gain consisting achievements after his or her duration, this is the difference between a 4 level leadership and a 5 level leadership.
Therefore, I think To begin the research for the Good-to-Great study, they searched for companies that: performed at or below the general stock market for at least fifteen years; then at a transition point began to pull away from the competition, and sustained returns of at least 3 times the general market for the next fifteen years. They started with a list of 1, companies that appeared on the Fortune list from to and ended up with only 11 that made the cut. These eleven companies produced, on average, a return of 6. Collins chose a year span to avoid "one-hit wonders" and lucky breaks.
The companies that were selected were Abbott Laboratories, Circuit City, Federal Home Loan Mortgage, Gillette, Kimberly-Clark, Kroger, Nucor, Philip Morris, Pitney Bowes, Walgreens, and Wells Fargo. In the book, Collins highlights some important factors which are the result of the research. Although there are several factors involved for taking a company from good to great', what these great companies turned out to have in common was a particular kind of Like every other humankind I want to become a better person and not only that but I wanted to be well known and transform myself from good to great.
In addition to my dream of thought to become a better leader I found this article to be extremely interesting. Jim Collins has done a wonderful job identifying what it makes for a company to go from good to great. He highlights the very important factors on how to go from good to great. Well, I am sure I learned something from this article on how anyone with enthusiasm can transform a good company to a great company. That is by well managed planning and decisions. The model Collins used is to search for the companies that performed at or below the general stock market for at least 15 years, than at a transition point began to pull away from the competition. That sustained returns of at least 3 times the general market for the next 15 years. Collins with a list of 1, companies and found eleven that met his criteria.
These 11 companies produced, on average, a return of 6. In the book, Collins takes up a daunting challenge in the book: identifying and evaluating the factors and variables that allow a small fraction of companies to make the transition from merely good to truly great. The extensive research conducted by Jim Collins and his team of analysts provides extravagant turnarounds of a few successful companies that were able to turn themselves from merely great to the greatest in the industry. Great leaders cannot be selfish nor can they let their egoistic nature- from the position- to with-held the success of the company.
Rather Jim narrates that they should be humble and modest. Another key factor that Collins underscores as a part of Good to Great is the nature of the leadership team. It is very important for a company to illustrate and reflect on the kind of leadership that a company has. If you have all the right people on the bus who willing to accomplish the unthinkable only then can a GOOD TO GREAT - Good to Great is a fantastic book via the compilation of 15, hours of hard work. Throughout these nine chapters, Jim Collin and his teams capture different methodology from a phasing approach such as The Search, Compared to What, Inside the Black Box,, Chaos to Concept to such concepts as the Flywheel and the Doom Loop.
It is with this perception that often leads many to perceive them as just another company. These leaps into greatness were not a result of massive company upheavals such as a New CEO with new and radical changes. In fact, the mark of a great company comes from result from change that occurs overtime due to the amount of effort, not just to the instant gratification of overnight results with a concept Collins refers to as, 'pushing against the flywheel'. The objectives after finishing an MBA program. Short term objectives Have the company registered as a professional investor.
There is an obstacle that makes us at the moment not competitive in the market in some investments because the conditions to become a professional investor are: a. Have minimum
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