Explore what goes into a company's change
Excellent to mediocre. Based on solid evidence and the amount of
Data book (Jim Collins) and his team exposed the author
Timeless principles on how well the companies like Great
Abbott, Circuit City, Fannie Mae, Gillette, Kimberly-Clark,
Kroger, Nucor, Philip Morris, Pitney Bowes, Walgreens, and
Wells Fargo continued to produce great results and received
Enduring greatness, companies that were actually developed
"Built to last.

Collins team selected 2 sets of comparison companies:

a. - Direct-to-better than what companies in the industry as a great group with opportunities and resources, but a leap in performance, which were shown: Upjohn, Silo, Great Western, Warner-Lambert, Scott Paper, a P, Bethlehem Steel, RJ Reynolds, Addressograph, Eckerd, and Bank of America.

B. Compare Unsustained - companies that have good short-term shifts great way, but failed to maintain momentum, namely: Burroughs, Chrysler, Harris, Hasbro, Rubbermaid, and Teledyne

In short wit:

a. Eleven good-to-great company leaders or CEOs came from within ten out. They hired the company "to protect" were not outsiders. Either those who worked many years in the company is or was a member of the family that owned the company.

B. strategy good to great companies did not differ from comparison groups.

C. Good-to-large companies do not and focus on what they should stop.

D. Change of technology with good not great. It helped to accelerate, but it does not cause could be.

The economy mergers and acquisitions do not cause a great change for good.

F good-to-large companies managing change or motivating people to too little attention. Under the right conditions, these problems naturally go away.

The great changes to better live a new name, tagline, or launch the program did not need. Jump performance, results were not revolutionary process.

H. greatness is a function of circumstance, it is clearly a matter of conscious choice.

i. Every good-to-large company decisive transition year, where a highly competent person Level 1, Level 2 is a team member contributions, enable Level 3 Manager, Level 4 is an effective leader, and during the "Level 5" Leadership Level 5 executive who was enduring greatness through a paradoxical personal humility and professional will make the mixture.

J. Level 5 leaders display a compelling modesty, self-conscious and importance. In contrast, two thirds of the companies huge personal egos than the demise or continued mediocrity of the company had with the leaders of the contribution.

K. Level 5 leaders fanatically, are powered infected with an incurable need continuous results. They do whatever it takes to make the company great, are resolved no matter how big or how hard decisions.

L a recent history of the destructive tendencies (especially of boards of directors) tend to de-select potential Level 5 leaders dazzling, celebrity leaders are selected.

M. Potential Level 5 leaders exist all around us, we know just what to look for.

N research team was not looking for Level 5 leadership, but the data was overwhelming and convincing. Level 5 finding an empirical, not ideological, finding.

O answer "what" vision and strategy is concerned, first ask "what" the right people for the team first.

Than P-to-great companies than large companies used layoffs. Although rigorous, well-to-great companies were never ruthless and performance improvements to rely on layoffs or restructuring is not.

Kota good-to-great management teams who debate vigorously in search of the best answer, yet united behind the decision will consist of, regardless of parochial interests.

R There executive compensation and good is a relationship between good knock. Compensation for the purpose of not "motivated" the wrong people the right behavior, but to keep the right people in the first place.

S the old adage "People are your most important asset" is wrong. People are not your most important asset. Right people.

T there a right person and the specific knowledge, skills or experience the character has to do with innate abilities.

U Hedgehog Concept is a concept that deeper understanding about the intersection of three circles following flows:

1.What you the best in the world may be real, and what you as the best in the world can not be

2.What drives your economic engine

3.What you are deeply passionate about

v. Discover your key just to make money and protect the basic values with dynamic values and purpose beyond the alliance - promote progress, for example as shown by Disney. They short animated movies to theme parks, feature-length films, making cruises to grow, but their young and old, to provide pleasure for not succumbing to cynicism remains strong core values is.

W enduring great companies exist not only do not deliver returns to shareholders. A truly great company, profits and cash flow are essential to all life, but they are not a lot of lives.

"If you are doing something you deeply care about and if you believe in me, it's impossible to not imagine trying to make it great."

By Regine P. Azurin and Yvette Pantilla:
http://www.bizsum.com
"A lot of great books to read .... so little time"
Free Book Summaries Latest Bestsellers and More!

mailto: freenewsletter@bizsum.com
BusinessSummaries a BusinessSummaries.com service.


my links


http://vampirefreaks.com/janeyden2
http://vampirefreaks.com/nadinjaa2
http://vimeo.com/user6334983
http://vimeo.com/user6335302
http://vimeo.com/user6335712
http://www.aeriagames.com/user/janeyden2
http://www.aeriagames.com/user/mohardee9
http://www.aeriagames.com/user/nadinjaa2
http://www.answerbag.com/profile/1503673
http://www.answerbag.com/profile/1503712
http://www.answerbag.com/profile/1503743
http://www.asianave.com/mohardee9/
http://www.asianave.com/nadinjaa2/
http://www.betternetworker.com/members/janeyden2
http://www.betternetworker.com/members/mohardee9
http://www.bigorb.com/member/profile/8607
http://www.bigorb.com/member/profile/8609
http://www.bigorb.com/member/profile/8611
http://www.blnk.com/janeyden2
http://www.blnk.com/mohardee9
http://www.buzzherd.com/member/janey-den
http://www.buzzherd.com/member/mohar-dee
http://www.buzzherd.com/member/nadin-jaan
http://www.campusbug.com/view/viewuser.php?id=85742
http://www.citeulike.org/profile/janeyden2
http://www.citeulike.org/profile/mohardee9
http://www.citeulike.org/profile/nadinjaa2
http://www.communitywalk.com/user/view/208898
http://www.dailymotion.com/janeyden2
http://www.dailymotion.com/nadinjaa2