Good to great and the social sectors
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Transcript of Good to great and the social sectors
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Overview of Key Concepts
Good to Great and the Social Sectors
byJim Collins
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The “Good to Great” Formula
1. Cultivate disciplined people
2. Engage in disciplined thought
3. Take disciplined action
4. Make the leap to greatness endure over time
Four Key Stages
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Stage 1: Cultivate disciplined people
• Select disciplined people who demonstrate personal humility and professional will
– Get the right people “on the bus”
– Do not allow people to stay “on the bus” if they do not have the right traits.
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Stage 2:Engage in disciplined thought
• Face the brutal facts about your business• Have the faith to believe you will survive and
thrive• Answer three pivotal questions:
1. What am I deeply passionate about?
2. What can I be the best in the world at?
3. What best drives my economic or resource engine?
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Stage 3:Take disciplined action
• Doggedly stick to the hedgehog elements
• Don’t give up—the flywheel will spin!
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Hedgehog Concept
Resource Engine
Best At…Passion
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3 Aspects of Hedgehog Concepts
• Passion —what your organization stands for and why it exists
• Best at… —What your organization can uniquely contribute to the people it touches—better than any other organization on the planet
• Resource engine —Understanding what best drives your resource engine– Time– Money– Brand
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Flywheel Effect
• Power and success that builds slowly at first and then with increasing momentum over time.
• Requires single-minded devotion to the “hedgehog concept.”
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Flywheel Effect in the Social Sectors
Resource Engine
Best At…Passion
Attract Believers
Build Brand
Demonstrate Results
Build StrengthRELENTLESS FOCUS ON HEDGEHOG CONCEPT
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Flywheel Effect in the Social Sectors
Power of the Flywheel
• Success breeds support and commitment, which breeds even greater success, which breeds more support and commitment—round and around the flywheel goes.
• People like to support winners!
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Stage 4:Build greatness to last
• Longevity of great organizations is related to the successful transfer of power to exceptional leaders over time.
• These leaders rely less on charismatic personalities and more on strategies to stimulate organizational progress.
• Lasting organizations are based on consistent core values yet relentlessly assess themselves to adapt to an ever-changing world.
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5 Key Differences Between Business and Nonprofit Sector
• “Great” had to be calibrated without using business metrics.
• Excellent leaders had to be cultivated within the diffuse power structures of nonprofits.
• The right people had to be recruited and the wrong people let go within the particular constraints of the nonprofit world.
• The “hedgehog concept” had to be rethought without a profit motive.
• A new concept of the “flywheel” had to be developed by building the brand.
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Along the Road to Greatness
• Measuring greatness
• Getting things done
• Getting the right people
• Making the economic engine work
• Turning the flywheel and building momentum
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Measuring Greatness
Business Sector• Uses money as input
(means) and output
• Financial returns measure greatness
• Asks, “How much did we make?”
Nonprofit Sector• Uses money as input only
• Financial returns not a measure of greatness
• Asks three questions:
• “How well do we deliver on the mission?”
• “Do we make a distinct impact with our resources?”
• What’s the qualitative evidence that we area success?
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Getting Things Done
Business Sector• Uses mostly executive
leadership
• CEO employs concentrated power to make the right decisions.
Nonprofit Sector• Uses mostly legislative
leadership
• CEO employs persuasion, political currency, and shared interests.
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Getting the Right People
Business Sector• Can pay for talented
employees
• The right people share corporate vision and passion
Nonprofit Sector• Cannot pay high salaries;
unpaid board
• Sometimes hard to get the wrong people “off the bus”; careful selection is essential.
• The right people volunteer to add meaning to their lives and because of their belief in the mission.
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Making the economic engine work
Business Sector• Single component to
measure success: Profit
Nonprofit Sector• Multiple components to
measure success:
• Human capital—Do we have enough time?
• Financial capital—can we pay the bills and break even?
• Brand capital—Are we known as the best in our field?
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Turning the flywheel & building momentum
Business Sector• Success breeds success.
• With discipline, the slow turning of the flywheel yields financial success over time.
Nonprofit Sector• Success building on brand
reputation.
• Success comes when you deliver tangible results and people grow committed to your mission.
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Highly Capable Individual
Contributing Team Member
Competent Manager
Effective Leader
Level 5 ExecutiveLEVEL 5
LEVEL 4
LEVEL 3
LEVEL 2
LEVEL 1
Levels of Leaders
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Level 5 Leader
• The rare extraordinary executive who transforms a good company or organization into a great one through personal humility and professional will.
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Good to Great Diagnostic Tool
http://www.goodtogreat.com/pdf/Diagnostic%20Tool.pdf
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Good to Great Lecture Hall
• Audio presentations by Jim Collins regarding concepts presented in Good to Great—with a special section devoted to Social Sectors
• http://www.goodtogreat.com/hall/index.html