27-03-2014, 11:03 AM
GOOD TO GREAT
GOOD TO GREAT.ppt (Size: 421 KB / Downloads: 26)
INTRODUCTION
GOOD IS THE ENEMY OF GREAT
DISCIPLINED PEOPLE
L evel 5 leadership
First who then what
DISCIPLINED THOUGHT
Confront the brutual facts
Hedhog concept
DISCIPLINED ACTION
Culture of discipline
Technology accelerators
ORGANISATION STRUCTURE
STRENGTH
Right people and pyramid structure organisation
WEAKNESS
Wrong people with right direction
THREAT
Losing revenue
CHANGES BROUGHT in
Leadership (leadership is the answer to everything)
Right people brought in
New changes( Kimberly clark)
High performance culture( Fannie Mae)
Injecting endless stream talent
Rigorous
REASONS FOR NEW STRUCTURE
Concerns for personal greatness rather than company success in next generation
Not concentrating on their competitors
Hiring wrong persons
Nepotism
Based on performance
Stocks and prices (steel)
Failed to keep pace with innovation
Weak generals strong lieutenants( Bank of America)
Ruthless ( wasting time)
Concentrating more on market and technology
Action Steps
The G-T-G companies gives people freedom and responsibility within the framework of that system.
Hired self-disciplined people who didn't need to be managed, and then managed the system, not the people..
G-T-G companies had Level 5 leaders who built an enduring culture of discipline, the usual companies had Level 4 leaders who personally disciplined the organization through sheer force.
Anything that does not fit with out Hedgehog Concept, we will not do -not launching unrelated business.
Avoid big opportunities- don’t believe once-in-a-lifetime approach.
Transform stop doing list ----> To do list.
Points to remember…
Initial efforts in each transformation is almost imperceptible.
You have to keep making efforts until breakthrough is achieved.
Once the breakthrough is achieved, then you have to put in less efforts than initial efforts.
Over time and with continuous efforts, transformations are felt.
No miracle from Good to Great.
It takes time for the transformation to happen.
No single step but multiple steps.
Quiet, deliberate process of figuring out what needed to be done.
Tremendous power exists in the fact of continued improvement.