Using catchy phrases like "rigorous, not ruthless," Collins repeatedly emphasizes the importance of the "right people." Being rigorous and attracting the right people means hiring self-motivated and creative individuals committed to the organization and who can be guided without being tightly managed. With the current emphasis on human resources, Collins' advice will ring true for many managers reading Good to Great. Hiring and keeping the right staff may be one of the keys to success for organizations. Moreover, Collins claims that good-to-great organizations resist restructuring and layoffs, instead placing an emphasis on keeping the "right people" on the team for good.
Collins advises managers to "Confront the Brutal Facts (Yet Never Lose Faith)" in Chapter 4. In keeping with his theme on pragmatism, Collins compares a&P to Kroger to show the difference between mediocre success and greatness. The two grocery giants started off in nearly the same manner but only Kroger and its executive leaders were able to accept the death of the old model of grocery store. Kroger became willing to change their business model to welcome the model that persists today: the superstore chain with branded items and strategic locations. a&P did not confront the brutal facts and as a result, their business languished.
Similarly, Collins shows how the "hedgehog" model has ensured success for good-to-great companies like Walgreens. Unlike its pharmacy competitor Eckerd, Walgreens implemented simple ideas with remarkable efficiency, merely offering customers more convenient clustered locations that increased profits on per-customer visits. Hedgehogs patiently pursue a goal of greatness, are constantly on the lookout for dangers and acknowledge the need for change. The Hedgehog model company focuses on its strengths and determinately pursues its passions. By understanding what the company is capable of and by knowing its limitations, it strives to become the best in its field. Collins outlines the Hedgehog model in Chapter 5.
To become the best in its field the good-to-great organization also pursues a culture of discipline, which Collins describes in Chapter 6. Creative discipline is not authoritarian but supportive; members of the organization have freedom but work within a meaningful framework. As a result, the organization does not pursue unrealistic goals and is not seduced by flashy opportunities. Collins suggests that organizations develop...
Collins further suggests that "you can't manufacture passion or 'motivate' people to feel passionate. You can only discover what ignites your passion and the passions of those around you" (Farias, 41). Jim Collins also suggests that before searching for strategy and vision to make a great enterprise, one first look for the people who will make it a great enterprise, he claims "The ultimate throttle on growth for any great
Their contributions might be as worthy if not worthier than the contributions of a stalwart organization that has survived decades of market vicissitudes but which has no concrete contributions or merit. Not all is lost in the mire of Collins' masturbatory research, though. One of the most compelling sections of the book is the Hedgehog Concept, which can be applied to both personal and professional greatness. The Hedgehog Concept suggests
Jim Collins;' insights into what makes companies great is fascinating. What I liked most about this book was the thoroughness of the analysis of factors that specifically lift companies from being merely "good" at their respective performance both financially and from a market standpoint to being outstanding or great. While Collins does not quantify greatness, it is implied that the staying power of a company over many decades of
, 2010). The model includes several mediator (e.g., knowledge exchange) and moderator variables (e.g., self-leadership competencies of actors) that explain why and when this approach is effective and looks at leadership in more of a comprehensive way than focusing on one individual. Such perspectives have suggested that when employees become involved in the decision making processes then this can strengthen leadership. Transactional Leadership Transactional leadership is the leadership model that represents what
Employee Motivation Motivating Employees Motivating employees requires exceptional leadership. There are many competing theories of available today. This essay examines two theories that have gained some popularity. The first leadership model is referred to as servant leadership. The concept of servant leadership was first introduced by Robert Greenleafe in the 1970's and subsequently the idea was picked up by many mainstream leadership theorists such as Stephen Covey (Dierendonck, et al., 2010). This
Personal Success Plan Ultimate Success Plan Jeremy Steele Dr. Kate Spector MBA6210-Building Relationships DO I LOVE MY JOB? MITZBERG'S CATAGORIES PERSONAL Management PREFERENCE SUCCESS PLAN DISCUSSION SKILL SET OVERVIEW FUTURE DEVELOPMENT A personal success plan can serve as the foundation for a successful career. In fact, there are so many qualified professionals in the workforce today that a personal success plan is more of a requirement than a luxury. With this in mind, coupled with the training I recently received, my
Our semester plans gives you unlimited, unrestricted access to our entire library of resources —writing tools, guides, example essays, tutorials, class notes, and more.
Get Started Now