I love books based upon heavy research. It’s not based upon someone’s thoughts or beliefs, or even experience. It’s based upon tons of research, discussions, interviews, research team arguments and market analysis. I feel I can learn a lot from these types of books.
Good To Great written by Jim Collins is one of those books developed after 5 years of research. And I’m loving it so far. I haven’t finished the book yet but I’m half way through. I wanted to review the book on my blog for the sake of all readers… I highly suggest you read the book when you can.
Ch. 1: Good is the Enemy of Great
Jim Collins states that many schools, churches and schools are good… and that is precisely why they are not great. Good is okay with most companies and individuals, so they often fail to make the leap to greatness (because they see no need to change). Jim Collins says he has discovered the underlying variables that make greatness happen. He and his team analyzed eleven great companies and eleven comparison companies which achieved certain cumulative stock returns that outperformed their competitors for 15 years following their transition point from good to great.
The Collins team analyzed what happened to these great companies at the point they made the transition from good to great. He called this point of transition the “Black Box”, and sought to analyze what happened inside this Black Box.
Here are some initial findings to their research (which we can all learn from):
1. Larger-than-life celebrity CEOs had nothing to do with greatness. Most great CEOs came from inside the organization.
2. Executive compensation had nothing to do with taking a company from good to great. Their data does not support compensation being a main driver to executives taking their companies to greatness.
3. Good to great companies did not primarily focus on what to do to become great, but what not to do and what to stop doing.
4. Technology had virtually nothing to do with the transition from good to great.
5. The good to great companies paid little attention to managing people or motivating people – people problems melt away in the good to great companies.
6. Greatness is not a function of circumstance (e.g., being in the right industry at the right time), but is largely a matter of conscious choice.
To sum up the Collins research, evolving from goodness to greatness involved three broad stages, and two subset stages within each of the three broad categories:
1. Disciplined People, which includes (1) Level 5 Leaders and (2) “First Who… Then What”
2. Disciplined Thought, which includes (1) confronting the brutal facts and (2) the Hedgehog Concept, and
3. Disciplined Action, which includes (1) a Culture of Discipline and (2) Technology Accelerators
It’s exciting to be reading a book where they say they’ve discovered the variables to greatness. I’m reading with intensity to see what I can change in my company to become the next great company.
The remaining reviews of Good to Great will cover the subsets of each of the three identified broad stages above and I hope you enjoy the upcoming reviews.
Thanks, Jason M. Blumer
(Go to Chapter 2 review here)
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