Good to Great Buchzusammenfassung - das Wichtigste aus Good to Great

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Zusammenfassung von Good to Great

Name: Good to Great
Rating: 4.4 (607 reviews)
Author: Jim Collins

Jim Collins

Why Some Companies Make the Leap...And Others Don't

4.4 (607 Bewertungen)

15 Min.

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Good-to-great companies can teach others how to make the same leap.

Jim Collins’s previous best seller Built to Last explains how great companies sustain high performance and stay great. Most companies, however, are not great. Hence the more burning question: How do companies go from good to great? What do they do differently from their competitors who stay mediocre at best?

To answer these questions, Jim Collins and his research team studied three groups of public US companies in a five-year project:

Good-to-great companies, which had been performing at or below the average stock market performance for 15 years, before making a transition to “greatness,” in other words generating cumulative returns of at least three times the general stock market over the next 15 years.

Direct comparison companies, which remained mediocre or dwindled although they had roughly the same possibilities as the good-to-great companies during the time of transition.

Unsustained comparison companies, which made a short-lived transition from good-to-great, but slid back to performing at a level substantially below the stock market average after their rise.

Over the course of their research, Collins and his team examined over 6,000 press articles and 2,000 pages of executive interviews. The goal was to discover what the good-to-great companies had done differently, and thus help other companies make the same leap.

Good-to-great companies can teach others how to make the same leap.

Finding a simple “Hedgehog concept“ provides a clear path to follow.

Imagine a cunning fox hunting a hedgehog, coming up with a plethora of surprise attacks and sneaky tactics each day to devour the tasty critter. The hedgehog’s response is always the same: curl up in a spiky, unbreachable ball. Its adherence to this simple strategy is the reason the hedgehog prevails day after day.

Good-to-great companies all found their own simple Hedgehog concept by asking themselves three key questions:

Success comes from many tiny incremental pushes in the right direction.

In retrospect, good-to-great companies seemed to go through a sudden and dramatic transformation. The companies themselves, however, were often unaware they were even in the midst of changing at the time: their transformation had no defined slogan, launch event or change program.

Rather, their success was a sum of tiny, incremental pushes in the direction of their simple strategy, the Hedgehog concept. Like pushing a flywheel, these small improvements generated results which motivated people to push further, till enough speed was gathered for a breakthrough. Unwavering faith and adherence to the Hedgehog concept was rewarded by a virtuous circle of motivation and progress.

New technology should be viewed only as an accelerator toward a goal, not as a goal itself.

Good-to-great companies used new technology primarily to accelerate their momentum in the direction they were already going in, but never to indicate the direction itself. They saw technology as a means to an end, not the other way around.

Comparison companies often felt new technologies were a threat, and worried about being left behind in a technology fad, scrambling to adopt them without an overarching plan.

Level 5 leaders drive successful transformations from good to great.

All good-to-great companies enjoyed level 5 leadership during their transition.

Level 5 leaders are not only excellent individuals, team members, managers and leaders, but also single-mindedly ambitious on behalf of the company. At the same time they remain humble. They are fanatically driven toward results, and want their company to continue performing even after they leave.

The right people in the right place are the foundation of greatness.

Asking “who” must take precedence over asking “what.” The transformation from good to great always began with getting the right people into the company and the wrong people out of it, even before defining a clear path forward.

The right people will eventually find a path to success. When Dick Cooley took over as the CEO of Wells Fargo, he realized he could never understand the major changes that would follow from the imminent deregulation of the banking industry.

Success requires confronting the nasty facts, while never losing faith.

Good-to-great companies constantly walked the line of the so-called Stockdale paradox, named after a US admiral captured during the Vietnam War.

As a high-ranking officer detained at the infamous “Hanoi Hilton” prison, Stockdale was tortured repeatedly by the enemy and did not know if he would ever see his family again. Despite the dire circumstances, he never lost faith that somehow he would get home.

Leaders must create an environment where the brutal facts are aired without hesitation.

A strong, charismatic leader can be more of a liability than an asset if it means others wish to hide the unpleasant truth from him.

In management meetings, leaders must take the role of a Socratic moderator, asking questions to uncover truthful opinions, not giving ready answers. Leaders must also encourage debates to rage in the meetings so the best possible decisions are reached.

A culture of rigorous self-discipline is needed to adhere to the simple Hedgehog concept.

Dave Scott is a former triathlete who used to bike 75 miles, run 17 miles and swim 12 miles every single day. Despite this grueling regime, he still had the self-discipline to rinse his daily meal of cottage cheese before eating it to minimize his fat consumption.

Good-to-great companies were filled with people with the same level of diligence and intensity as Dave Scott, working toward the simple strategy, the Hedgehog concept, which their company was following.

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Worum geht es in Good to Great?

Good to Great (2001) presents the findings of a five-year study by the author and his research team. The team identified public companies that had achieved enduring success after years of mediocre performance and isolated the factors which differentiated those companies from their lackluster competitors.

These factors have been distilled into key concepts regarding leadership, culture and strategic management.

Wer Good to Great lesen sollte

Executives, investors and managers interested in taking their company from mediocrity to greatness
Entrepreneurs who want to make their start-up great from the very beginning
Anyone interested in what makes for great leadership, great corporate culture and great strategic planning

Über den Autor

Jim Collins is an author, lecturer and consultant, who among other things, has taught at the Stanford University Graduate School of Business and is a frequent contributor to Fortune, BusinessWeek and Harvard Business Review. His previous book Built to Last sold over 4 million copies.

The author was inspired to write Good to Great when a business acquaintance pointed out that his previous book examined only how great companies stay great, not how they can become that way in the first place.

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Unternehmenskultur Unternehmertum Management & Leadership

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