Chapter 9 Jonathan Alvarez, Chris Hill, Shawn Stults.
-
Upload
rudolph-patterson -
Category
Documents
-
view
225 -
download
0
Transcript of Chapter 9 Jonathan Alvarez, Chris Hill, Shawn Stults.
When we compare these two books there are four basic conclusions.
1) Looking at built to last companies. Early leaders followed the good to great framework. Only they did so in small, early stage enterprises
From Good To Great To Built To Last
2) The second is you use good to great to get results, as a start-up or an established organization, and then apply the findings in Built to Last to make them long term.
From Good To Great To Built To Last
Sustained Great Results
Enduring Great
Company
3) To create an iconic stature company us must apply the central concept from Built to Last: Discovery your purpose beyond making money and combine this with stimulant progress.
From Good To Great To Built To Last
4) A tremendous resonance exists between the two studies; the ideas from each enrich and inform the ideas in the other.
From Good To Great To Built To Last
Bill Hewlett and David Packard’s entire founding concept for HP was not what, but who
They made anything as long as it made a technical contribution and would enable them to build a company with like minded people.
Good to Great in the Early Years
Bill Hewlett , was ask what he was most proud of from his career.
◦ He said “ I am most proud of creating a company that by virtue of its values, practices, and success has had a impact on the way companies are managed”
The values: Technical contribution, respect for all and responsibility to the community, and a deeply held belief that profit is not the fundamental goal of the company
Core Ideology
Core values are essential for enduring greatness, but it doesn't seem to matter what those values are.
“Core Ideology”= core value + core purpose
Enduring great companies preserve their core values and purpose while the business strategies and operation practices adapt to the changing world.
Core Ideology
Ex. Walt Disney
Preserved Core-Purpose- to bring happiness to millions,
especially children- Values- creativity, attention to detail, preserving
the Disney “Magic”
Stimulate Progress- Started with just a home video recorder and
then moved to amusement parks and beyond.
Preserve the Core, Stimulate Progress
1. Clock Building, Not Time Telling- Build an organization that can endure and adapt through multiple generations of leaders and multiple product life cycles.
2. Genius of AND- Embrace both extremes on a number of dimensions at the same time. Don’t choose A or B figure out how to have both A and B.
4 Built to Last Concepts
3. Core Ideology- Instill Core values and core purpose (reason for being other than just making money)
4. Preserve the Core/Stimulate Progress- preserve the core ideology as an anchor point while stimulating change, improvement, and innovation.
Build to Last Concepts Cont.
Good to Great into Built to LastLevel 5 Leadership
Clock Building, Not telling time- Level 5 leaders build a company that can tick along without them, rather than feeding their egos by becoming indispensable
Genius of AND- Personal humility AND professional will
Core Ideology- Level 5 leaders are ambitious for the company and what it stands for; they have a sense of purpose beyond their own success
Preserve and Stimulate- Level 5 leaders are relentless in stimulating progress toward tangible results; even if it means firing their own brother
Good to Great into Built to LastFirst Who then What
Clock Building, Not telling time- Practicing first who is clock building; practicing first what is time telling
Genius of AND- Get the right people on the bus AND the wrong people off the bus
Core Ideology- practicing first who means selecting people more on their fit with the core values and purpose; then on their skills and knowledge
Preserve and Stimulate- Practicing first who means a bias for promoting from within which reinforces the core values
Good to Great into Built to LastConfront the Brutal Facts
Clock Building, Not telling time- Creating a climate where the truth is heard is clock building, especially if you create red
flag mechanisms Genius of AND- Confront
the brutal facts of your current reality AND retain unwavering faith that you will prevail in the end.
Core Ideology- confronting the brutal facts clarifies the values an organization truly holds as core vs. those that it would like to hold as core
Preserve and Stimulate- Brutal facts clarify what must be done to stimulate progress.
Good to Great into Built to LastHedgehog Concept
Clock Building, Not telling time- The council mechanism is consummate clock building
Genius of AND- Deep understanding AND incredible simplicity
Core Ideology- The “what you are passionate about” circle overlaps with core values and purpose. Only those values about which you are passionate that you would “NEVER” give them up qualify as truly core.
Preserve and Stimulate- Good BHAG’s flow from understanding; bad BHAG’s flow from bravado. Great BHAG’s sit right smack in the middle of the three circles
Good to Great into Built to LastCulture of Discipline
Clock Building, Not telling time- Operating through sheer force if personality as a disciplinarian is time telling; building an enduring culture of discipline is clock building.
Genius of AND- Freedom AND responsibility
Core Ideology- A culture of discipline ejects those who do not share the values and standards of an organization
Preserve and Stimulate- When you have a culture of discipline, you can give people more freedom to experiment and find their own best path to results
Good to Great into Built to LastTechnology Accelerators
Clock Building, Not telling time- Technology accelerators are a key part of the clock
Genius of AND- Shun technology fads AND pioneer the application of technology
Core Ideology- In a great company, technology is subservient to core values, not the other way around
Preserve and Stimulate- The right technologies accelerate momentum in the flywheel, toward the achievement of BHAG’s
Good to Great into Built to LastFlywheel, Not Doom Loop
Clock Building, Not telling time- The flywheel effect creates the sustained building of momentum, and does not depend on the presence of a charismatic visionary to motivate people
Genius of AND- Evolutionary incremental process AND revolutionary dramatic results
Core Ideology- The doom loop makes it almost impossible to instill core values and purpose, as people chronically wonder “who are we and what do we stand for?”
Preserve and Stimulate- The smooth consistency of the flywheel and the cumulative building of momentum to a point of breakthrough create the perfect conditions for instilling core values while stimulating change and progress
Boeing Up to the 1950’s only built huge planes for
the military –> B-17, B-29 etc. Dream was to be part of the commerical
airline business – but had no presence in the market at the time◦ “You make great bombers up there in Seattle.
Why don’t you just stick to that..” Bill Allen, CEO
◦ Realized that while they couldn’t be in the airline business in the ’40s, they had gained the knowledge and experience to try and ‘make such a dream possible’ in the ’50s
Boeing cont’d 1952 – decided to spend a ¼ of the
company’s entire net worth to build a prototype jet for commercial aviation – the Boeing 707.
1990’s – Boeing stood as the absolute, unquestioned greatest company in the commercial airplane industry.
Boeing and the Three Circles
Boeing’s executives understood three things:
1) That the company could become the best in the world in commercial aviation
-Even though it had no presence in the market
2) The shift would significantly improve Boeing’s economic standpoint
3) Boeing people were passionate about the idea.
Why Greatness?
Size doesn’t matter◦ It’s not the size of your company that matters, it
is the value that it brings to its customers.
What if I just want to be successful (good)?
Two answers
Being great is just as hard as being good
High school cross-country running team
Hedgehog concept was to run great at the end
Example: They would place a coach at the 2-mile mark of a 3.1 mile race◦ Wouldn’t record each runner’s time – but what
place they were in.◦ Then got “head bones” for the people they
passed by the end of the race
Don’t waste energy First who, then what: Cross-country coach said she was burdened
to try and make racing fun for the runners◦ Quickly put a stop to it and said “If you’re not
passionate about we do here, then go find something else to do”- Number of kids in the program tripled
Wasn’t the coaches setting the goal for a state championship – it was the runners◦ No need for motivation