Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the very beginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: 1) Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. 2) The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. 3) A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. 4) Technology Accelerators: Good-to-great companies think differently about the role of technology. 5) The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. Some of the key concepts discerned in the study, comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people. Perhaps, but who can afford to ignore these findings?
Course Topics: Good is the Enemy of Great Level 5 Leadership Traits of a Level 5 CEO The Right People Before the Right Strategy Brutal Facts The Hedgehog Concept Discipline Technology Acceleration The Flywheel & the Doom Loop Built to Last
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