At a deeper level, we found that for leaders to make something great, their ambition has to be for the greatness of the work and the company, rather than for themselves. The transition from good to great had to be company specific, not an industrywide event.
Will he ever learn. He even sold the mill in Kimberly, Wisconsin.
The Council includes key members of the management team but is not limited to members of the management team, nor is every executive automatically a member. In the journey from good to great, defining your Hedgehog Concept is an essential element.
The real work of the economy gets done by people who make cars, who sell real estate, and who run grocery stores or banks. They proudly saw themselves as stoic Spartans in an industry that had been dominated by the wasteful, elitist culture of banking.
Not acquisitions, not joint ventures, nothing. Nevertheless, The good-to-great companies rarely used head-count lopping tactics as a primary strategy.
And Others Don't HarperBusiness, The mindless waste and self-awarded perks of traditional banking culture were revolting.
You need executives who argue and debate—sometimes violently—in pursuit of the best answers, yet, on the other hand, who unify fully behind a decision, regardless of parochial interests The right person is based on character traits and innate capabilities rather than specific knowledge, background, or skills.
He even sold the mill in Kimberly, Wisconsin. Drove supply economies of scale Fannie Mae: What does it take to come up with a Hedgehog Concept for your company.
Then in out of the blue. The Wells Fargo team eventually translated the three circles into a simple, crystalline Hedgehog Concept: Find the 11 companies that became great.
It was a smart idea. The fox, bounding toward his prey, sees the hedgehog defense and calls off the attack. You keep pushing steadily. With fanatical adherence to that simple idea, Wells Fargo made the leap from good results to superior results.
Each Council member has the ability to argue and debate in search of understanding, not from the egoistic need to win a point or protect a parochial interest. They are scattered or diffused, moving on many levels.
But Smith did not waver. His new book, Good to Great: Facts are better than dreams — breakthrough results came about by a series of good decisions, diligently executed and accumulated on top of another.
What does your research suggest about the best way to respond to the current economic slowdown. I asked a key Walgreens executive to pinpoint when the good-to-great transformation happened.
There was no miracle moment. The Myth of Fear-Driven Change: No one notices it. Would you hire them if you were filling the job now. Messaging that requires sophisticated back office equipment. The Myth of Stock Options: What does it take to come up with a Hedgehog Concept for your company.
Consider the Warner-Lambert Co.
How great was great. Engage in dialogue and debate, not coercion Conduct autopsies, without blame.
What catapults a company from merely good to truly great? A five-year research project searched for the answer to that question, and its discoveries ought to change the way we think about leadership. Good to Great: Why Some Companies Make the Leap and Others Don't by Jim Collins, Rick Rohan, Sandra Burr 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.
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The Heartland Institute's leaked Fundraising Plan states that “The Charles G. Koch Foundation returned as a Heartland Donor in We expect to ramp up their level of support in and gain access to the network of philanthropists they work with.”.
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