Explore what goes into a company's transformation from
mediocre to excellent. Based on hard evidence and volumes of
data, the book author (Jim Collins) and his team find
timeless principles on how the good-to-great clubs like
Abbott, Circuit City, Fannie Mae, Gillette, Kimberly-Clark,
Kroger, Nucor, Philip Morris, Pitney Bowes, Walgreens, and
Wells Fargo produced sustained great results and achieved
enduring greatness, evolving into clubs that were absolutely
'Built to Last'.

The Collins team selected 2 sets of comparison companies:

John F Kennedy Quotes

a. Direct comparisons - clubs in the same commerce with the same resources and opportunities as the good-to-great group but showed no leap in performance, which were: Upjohn, Silo, Great Western, Warner-Lambert, Scott Paper, A&P, Bethlehem Steel, Rj Reynolds, Addressograph, Eckerd, and Bank of America.

Book Summary: Good To Great

Profiles In Courage by John F. Kennedy | Summary & Study Guide Best

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Profiles In Courage by John F. Kennedy | Summary & Study Guide Overview

Profiles In Courage Study Guide consists of approx. 28 pages of summaries and analysis on Profiles In Courage by John F. Kennedy.

This study guide includes the following sections: Plot Summary, Chapter Summaries & Analysis, Characters, Objects/Places, Themes, Style, Quotes, and Topics for Discussion.

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b. Unsustained comparisons - clubs that made a short-term shift from good to great but failed to maintain the trajectory, namely: Burroughs, Chrysler, Harris, Hasbro, Rubbermaid, and Teledyne

Wisdom In A Nutshell:

a. Ten out of eleven good-to-great business leaders or Ceos came from the inside. They were not outsiders hired in to 'save' the company. They were whether citizen who worked many years at the business or were members of the house that owned the company.

b. Strategy per se did not detach the good to great clubs from the comparison groups.

c. Good-to-great clubs focus on what Not to do and what they should stop doing.

d. Technology has nothing to do with the transformation from good to great. It may help accelerate it but is not the cause of it.

e. Mergers and acquisitions do not cause a transformation from good to great.

g. Good-to-great transformations did not need any new name, tagline, or open program. The leap was in the operation results, not a revolutionary process.

h. Greatness is not a function of circumstance; it is clearly a matter of conscious choice.

i. Every good-to-great business had "Level 5" leadership during pivotal transition years, where Level 1 is a extremely Capable Individual, Level 2 is a Contributing Team Member, Level 3 is the Competent Manager, Level 4 is an effective Leader, and Level 5 is the administrative who builds enduring greatness straight through a paradoxical blend of personal humility and pro will.

j. Level 5 leaders display a compelling modesty, are self-effacing and understated. In contrast, two thirds of the comparison clubs had leaders with colossal personal egos that contributed to the demise or continued mediocrity of the company.

k. Level 5 leaders are fanatically driven, infected with an incurable need to furnish sustained results. They are resolved to do anyone it takes to make the business great, no matter how big or hard the decisions.

l. One of the most damaging trends in modern history is the tendency (especially of boards of directors) to make your mind up dazzling, celebrity leaders and to de-select inherent Level 5 leaders.

m. inherent Level 5 leaders exist all colse to us, we just have to know what to look for.

n. The research team was not seeing for Level 5 leadership, but the data was marvelous and convincing. The Level 5 discovery is an empirical, not ideological, finding.

o. Before answering the "what" questions of vision and strategy, ask first "who" are the right citizen for the team.

p. Comparison clubs used layoffs much more than the good-to-great companies. Although rigorous, the good-to-great clubs were never ruthless and did not rely on layoffs or restructuring to heighten performance.

q. Good-to-great management teams consist of citizen who turn over vigorously in quest of the best answers, yet who unify behind decisions, regardless of parochial interests.

r. There is no link in the middle of administrative compensation and the shift from good to great. The purpose of compensation is not to 'motivate' the right behaviors from the wrong people, but to get and keep the right citizen in the first place.

s. The old adage "People are your most important asset" is wrong. citizen are not your most important asset. The right citizen are.

t. whether person is the right person has more to do with character and innate capabilities than definite knowledge, skills or experience.

u. The Hedgehog conception is a conception that flows from the deep understanding about the intersection of the following three circles:

1.What you can be best in the world at, realistically, and what you cannot be best in the world at

2.What drives your economic engine

3.What you are deeply passionate about

v. explore your core values and purpose beyond naturally development money and integrate this with the dynamic of preserve the core values - stimulate progress, as shown for example by Disney. They have evolved from development short thoughprovoking films, to feature distance films, to theme parks, to cruises, but their core values of providing happiness to young and old, and not succumbing to cynicism remains strong.

w. Enduring great clubs don't exist merely to deliver returns to shareholders. In a truly great company, profits and cash flow are absolutely vital for life, but they are not the very point of life.

"If You'Re Doing Something You Care Deeply About And If You Believe In It, It'S Impossible To dream Not Trying To Make It Great."

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