STEPHANIE LANTERASHLEY CAMPION

WES KINCAIDMICHAEL RIGGENJOHN HUTCHENSNATHAN FROST

CLAUDIA MARTINEZ

Good To GreatChapter 9

“From Good To Great To Built To Last”

Good to Great Research

How should we think about the ideas in Built to Last while doing the Good to Great research?

Used direct comparison between companies.

Identify the essential distinctions between great companies and good companies.

Four Conclusions

Considering great companies from Built to Last, evidence shows that early leaders followed good to great frame work.

Only difference is that they were in small entrepreneurs, early stage enterprises trying to set off the ground rather than CEOs trying to transform.

Four Conclusions Cont.

See Good to Great as a prequel to Built to Last.

Apply concepts in Good to Great to sustain results, as a start up or an established organization and then apply findings in Built to Last to go from great results to an enduring great company.

Four Conclusions Cont.

Shift company from great results to an enduring great company, apply the central concept from Built to Last.

Discover your core values and purpose and combine this with the dynamic of preserve the core stimulate progress.

Four Conclusions Cont.

Tremendous resonance exists between the two studies.

Good to Great answers a fundamental question raised, but not answered in Built to Last.

What is the difference between a “good” BHAG and a “bad” BHAG.

Good To Great in the Early Stages of Built to Last

Looking back on the BTL study, it appears that the enduring great companies did in fact go through a process of buildup to breakthrough, following the good-to-great framework through their formative years Ex: Wal-Mart

Sam Walton build incrementally, step by step, turn by turn of the flywheel, until the Hedgehog Concept of large discounts marts became the natural step’s in the mid 1960

From 1970-2000 Wal-Mart exploded to 3,000 stores and reveues over $150 billion

Buildup-Breakthrough Flywheel at Wal-Mart

Good to Great in the Early Stages of Built to Last

Hewlett-Packard Bill Hewlett and David Packard’s entire founding

concept for HP was not what, but who- starting with each other

In the first minutes of their first meeting on August 23, 1937, they began by stating that they would design, manufacture, and sell products in the electrical engineering fields, very broadly defined

They stumbled around for months trying to come up with any ideas to get them out of the garage Yacht transmitters, medical devices, electronic bowling

alley sensors, clock-drive for a telescope, and an electronic shock jiggle machine to help overweight people lose weight

The Ultimate “Who….then What” Startup

After WWII they hired a group of people streaming out of government labs with nothing specific in mind to do Recall Packard’s Law-” No company can grow

revenues consistently faster than its ability to get enough of the right people to implement that growth and still become a great company”

HP lived and breathed this concept and obtained a surplus of great people whenever the opportunity presented itself

Good to Great in the Early Stages of Built to Last

Hewlett and Packard were themselves Level 5 leaders, first as entrepreneurs and later as company builders

Before Dave Packard’s death, Collins was able to meet with him He still lived in the same hours that he and his wife

had built for themselves in 1957 His idea of a “good time” was to get some of his

friends together and string some barbed wire

Core Ideology

Having a guiding philosophy or core ideology No specific “right” set of core values Not what core values you have, but just that you have

core values Build them into your organization They must be preserved over time Think Declaration of Independence

Core Ideology

HP Technical Contribution Respect for the Individual Responsibility to community Profit is NOT the fundamental goal Radical and progressive in the 1950’s

Core Ideology

Merck Developed and distributed drug to cure river

blindness Afflicted people in remote areas of the Amazon Gave drug away free Not a charity organization Outperformed the market in profitability Does not think the only reason for business is to

make money “medicine is for the patient…It’s not for the profit

Core Ideology

Disney Passion for creative information Fanatic attention to detail Abhorrence of cynicism Preservation of “Disney Magic” Bring happiness to millions, especially kids

Core Ideology

Disney – Classic case of preserve the core and stimulate progress Preserve

Core Values Core Purpose

Change Cultural and Operating Practices Specific Goals and Strategies

Core Ideology

Preserve Passion for creative

information Fanatic attention to

detail Abhorrence of cynicism Preservation of “Disney

Magic” Bring happiness to

millions, especially kids

Change 1920’s: Cartoons 1930’s: Full length

features 1950’s: TV 1960’s: Theme Parks 1980’s: International 1990’s: Cruise Line

Good Bhags, Bad Bhags

Good to Great lays foundational framework for Built to Last

Four key ideas are carried from Built to Last into Good to Great

Four Core Concepts

1) Clock building, not time telling Build around endurance and adapting through

generations

2) Genius of AND Embrace both extremes – “A AND B”

Four Core Concepts

3) Core Ideology Instill core values and purpose

4) Preserve the Core/Stimulate Progress Save core ideology while stimulating change

Concepts in Good to Great: Level 5 Leadership

Chapter Summary 5 Levels of Leadership, L5L are ambitious for

company, not themselves L5L are fanatically driven and need to produced

sustained results Windows and Mirrors attributing success and failure More plow horse than show horse 10 of 11 G2G CEOs came from within the company L5L attribute success to luck, not personal greatness Celebrity CEOs were more damaging than helpful

Concepts in Good to Great: Level 5 Leadership

Clock Building, Not Time Telling: Level 5 leaders build company that can continues on

without them

Genius of AND: Personal humility AND professional will

Core Ideology: Ambitious for company and what it stands for

Preserve the Core/Stimulate Progress: Relentless in stimulating progress toward tangible results

Concepts in Good to Great: First Who…Then What

Chapter Summary Right people on the bus and in the right seat and

get the wrong people off the bus Must have discipline Comparison companies had genius with a thousand

helpers G2G leaders were rigorous, not ruthless When in doubt, don’t hire If there needs to be a people change, act

immediately Put your best people on your biggest opportunities

Concepts in Good to Great: First Who…Then What

Clock Building, Not Time Telling: First who- clock building; first what- time telling

Genius of AND: Get the right people on the bus and the wrong people off

Core Ideology: First who gets people who fit the core values and purpose

Preserve the Core/Stimulate Progress: First who means a bias for promoting within

Concepts in Good to Great: Confront the Brutal Facts

Chapter Summary G2G companies successful because they

confronted brutal facts of reality Right decisions often become self evident Create a climate where the truth is heard Dealt with adversity head-on and emerged

stronger Charisma can be liability because it can deter

people from seeing the truth Motivating people is a waste of time Stockdale Paradox: Faith that you will prevail

regardless of difficulties

Concepts in Good to Great: Confront the Brutal Facts

Clock Building, Not Time Telling: Climate where the truth is heard (especially red flag

mechanisms)

Genius of AND: Confront brutal facts AND retain faith

Core Ideology: Confront brutal facts clarifies organization’s values

Preserve the Core/Stimulate Progress: Brutal facts help focus where to stimulate progress

Concepts in Good to GreatThe Hedgehog Concept

Chapter Summary(Simplicity within the three circles)

Concepts in Good to GreatThe Hedgehog Concept

Clock building, Not Time Telling-The Council mechanism in consummate clock building

Genius of AND-Deep understanding AND incredible understanding

Core Ideology-The “what you are passionate about” circle overlaps nicely with core values and purpose. Only those values about which you are so passionate that you would never give them up qualify as truly core

Preserve the Core/Stimulate Progress-Great BHAG’s sit right in the middle of the three circles

Concepts in Good to Great Culture Discipline

Chapter Summary-Sustained great results depend upon building a culture full of self-disciplined people who take disciplined action, fanatically consistent with the three circles-Do not confuse a culture of discipline with a tyrant who disciplines-The single most important form of disciplines for sustained results is fanatical adherence to the Hedgehog Concept

Concepts in Good to GreatCulture Discipline

Clock building, Not Time Telling-Operating with a sheer force of personality as a disciplinarian is time telling, building an enduring culture of discipline is clock telling

Genius of AND-Freedom AND responsibility

Core Ideology-Those who don’t share the values and standards of an organization are ejected

Preserve the Core/Stimulate Progress-When you have a culture of discipline, you can give people more freedom to experiment and find their own best path to results

Concepts in Good to GreatTechnology Accelerators

Chapter Summary-Good-to-great organizations avoid technology fads and bandwagons, yet they become pioneers in the application of carefully selected technologies-These companies used technology as an accelerator of momentum, not creator of it-How a company reacts to technological change is a good indicator of its inner drive for greatness versus mediocrity

Concepts in Good to GreatTechnology Accelerators

Clock building, Not Time Telling-Technology accelerators are a key part of the clock

Genius of AND-Shun technology fads AND pioneer the application of technology

Core Ideology-Technology is subservient to core values, not the other way around

Preserve the Core/Stimulate Progress-The right technologies accelerate momentum in the flywheel, toward the achievement of BHAG’s

Concepts in Good to GreatFlywheel, Not Doom Loop

Chapter Summary-No matter how dramatic the end result, the good-to-great transformations never happened in one fell swoop (there was no single defining action)-Sustainable transformations follow a predictable pattern of buildup and breakthrough-The comparison companies frequently tried to create a breakthrough with large, misguided acquisitions

Concepts in Good to GreatFlywheel, Not Doom Loop

Clock building, Not Time Telling-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- “Who are we? What do we stand for ?”

Preserve the Core/Stimulate Progress-The 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

BHAGS

Big Hairy Audacious GoalServes as unifying focal point of effortBad bhags are set with bravado, good bhags

use understanding

BHAG

What you are deeply passionate about

What you can be bestIn the world at

What drives Your economicengine

BHAGS

Boeing in mid-century was military only

Later turned to civilian aircraft with adequate understanding of the situation

Became leading commercial aviation company in the world

Two Studies Linked Together

Three circles provide example of how the studies link

Creating an enduring great company requires all concepts from both studies

If any idea ever stops, you will slide backwards toward mediocrity

Why Greatness?

Don’t need to build a big company in order to have a great company.

No harder to build something great than to build something good.

Statistically more rare to reach greatness, but it does not requiring more suffering than mediocrity.

Greatness of high school team

Cross-Country team transformed from good (top twenty in state) to great (consistent contenders for the state championship, on both the boys’ and girls’ team).

Why are we successful? We don’t work harder than other teams.

Hedgehog Concept of the program – We run best at the end.

Placed a coach at 2 mile mark to collect data as runners go past.

This team collected place splits versus time splits.

Coaches calculate not how fast runners go, but how many competitors they pass at then end of the race from 2 mile to the finish.

Greatness cont.

The kids learn how to pace themselves, and race with confidence. “We run best at the end”

This program will be built on the idea that running is fun, racing is fun, improving is fun, and winning is fun said the coach.

- If not passionate about what we do, then go find something else.

Let the kids see for themselves that they could beat anyone.

Culture of discipline - commitment made not to the coaches, but to each other by the runners.

- Players counted on each other by making sure got rest and wouldn’t let the team down.

Greatness cont.

By winning it created spinning flywheel. People wanted to be a part of the team. More championships meant more kids would sign up, gene pool deepens, the team gets faster, which creates faster teams, and so forth and so on.

Coaches didn’t work harder. They’re just focusing on the right things, and not the wrong things.

Process not much harder from good to great. - adds more energy back into the pool than it takes out.

If you’re doing something you care about, and you believe in, then it is impossible to imagine not trying to make it great.

Greatness cont.

All that matters is that you do love it and that you do care about what you are doing.

- Greatnesses is then created

Get involved in something you care about and that you want to make the greatest it can be.

- Leads to becoming a Level 5 leader.

Knowing that you’ve had a hand in creating excellence that makes a contribution does your work and life move toward greatness.

Takeaways

Four ConclusionsEnduring great companies did in fact go

through a process of buildup to breakthrough.

Having a guiding philosophy or core ideology.Good and Bad BhagsFour Core ConceptsConcepts in Good to Great: Level 5

Leadership

Takeaways

First Who…Then WhatConfront the Brutal FactsThe Hedgehog ConceptCulture DisciplineTechnology AcceleratorsTwo Studies Linked Together