A Compelling Modesty and Unwavering ResolveĬollins views leadership as a five-level hierarchy of executive capabilities. Level 5 Leadership Level 5 leaders channel their ego needs away from themselves and into the larger goal of building the company… they are incredibly ambitious – but their ambition is first and foremost for the institution, not themselves. What’s really valuable about this framework is that every concept was a variable in 100 percent of the good-to-great companies, and in only 30 percent of the comparison companies, which proves that the framework objectively illustrates the true state of things.Ĭhapter 2. To be considered good-to-great, the companies had to fit in the following pattern: cumulative return at least three times the market (because that exceeds the performance of widely acknowledged successful companies) over the next 15 years (because that excludes the chance of luck – 15 years is a long time) after a transition point before which stock returns were below the general stock market.īased on the data collected in five years the researchers created a framework of concepts, which they called “a flywheel”. This way, they picked 11 good-to-great companies and thoroughly studied each case, reading articles and interview scripts in search of the secret to success. Analyzing 1,143 companies, the team looked for cases that demonstrated a leap from average to great results. Good is the enemy of great, says Collins, but what does it take to go through the transformation from average to excellent?Īssembling a group of 25 people, Collins started a 5-year research project, trying to understand how it works. The vast majority of companies never become great, precisely because the vast majority become quite good - and that is their main problem. Good Is The Enemy of Great Few people attain great lives, in large part because it is just so easy to settle for a good life. From Good to Great to Built to LastĬhapter 1. Here’s our summary of “Good to Great” by Collins chapter by chapter where we briefly describe the main points of the book. The research findings transformed into a book where Collins structured the collected empirical data – “Good to Great: Why Some Companies Make the Leap And Others Don’t.” Gathering a research team, he analyzed how good companies can become great – and why some companies stay mediocre at best. Jim Collins, a teacher at Stanford University Graduate School of Business and a business management consultant, got very curious and tried to find the answers to these questions. Maybe our schools, hospitals, and relationships are not great only because we’re okay with them being just good? And can things that are just good become something more, or is it incurable? Of course, easy choices and decisions can bring good results - but you see, those results will never be great. According to the law of least resistance, people are lazy and naturally choose easier paths.
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