MEMO_Good to Great企业从优秀到卓越
从优秀到卓越.未删节版].Good.To.Great.-.Jim.Collins
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Good to Great “Why Some Companies Make the Leap... and Others Don’t"Harper Business, 2001, New York, NY.Review By-Swarup BoseTable of ContentsAbout the Author (3)Thesis (3)Chapter 1. Good is the Enemy of Great (4)Chapter 2.Level 5 Leadership (5)Chapter 3. First Who....Then what.. (6)Chapter 4. Confront the brutal facts (7)Chapter 5. Hedgehog Concept (9)Chapter 6. Cultural Discipline (10)Chapter 7. Technological Accelerators (11)Chapter 8. The Flywheel And the Doom Loop (12)Chapter 9. From Good To great To built to Last (14)Learnings from Good to great (15)Critique (16).About the Author :Jim Collins is a student and teacher of enduring great companies -- how they grow, how theyattain superior performance, and how good companies can become great companies. Havinginvested over a decade of research into the topic, Jim has co-authored three books, including theclassic Built to Last, a fixture on the Business Week bestseller list for s eliminated wastefulluxuries, like executive dining rooms, corporate jets, lavish vaca tion spots, etc., for the good ofthe co mpany - to other people, external factors, and good luck. All 11 of the featured companieshad this type of leadership, charactmulti-year research projects and works with executives fromthe private, public, and social sectors.Jim has served as a teacher to senior executives and CEOs at corporations that include: StarbucksCoffee, Merck, Patagonia, American General, W.L. Gore, and hundreds more. He has alsoworked with the non-corporate sector such as the Leadership Network of Churches, JohnsHopkins Medical School, the Boys & Girls Clubs of America and The Peter F. DruckerFoundation for Non-Profit Management. Jim invests a significant portion of his energy in large-scale research projects -- often five or moreyears in duration -- to develop fundamental insights and then translate those findings into books,articles and lectures. He uses his management laboratory to work directly with executives and todevelop practical tools for applying the concepts that flow from his research.In addition, Jim is an avid rock climber and has made free ascents of the West Face of El Capitanand the East Face of Washington Column in Yosemite Valley.Thesis :Collins and his team identified 11 companies that followed a pattern of "fifteen-year cumulativestock returns at or below the general stock market, punctuated by a transition point, thencumulative returns at least three times the market over the next fifteen years." Public companieswere selected because of the availability of comparable data. Fifteen-year segments were selectedto weed out the one-hit wonders and luck breaks. While these selection criteria exclude "neweconomy" companies, Collins contends that there is nothing new about the new economy, citingearlier technology innovations of electricity, the telephone, and the transistor.Having identified the companies that made the leap from Good To Great, Collins and his team setout to examine the transition point. What characteristics did the Good To Great companies havethat their industry counterparts did not? What didn't the Good To Great companies have?Collins maps out three stages, each with two key concepts. These six concepts are the heart ofGood To Great and he devotes a chapter to explaining each of them.• Level 5 Leadership• First Who... Then What• Confront the Brutal Facts• The Hedgehog Concept• A Culture of Discipline• Technology AcceleratorsCollins characterizes the Level 5 leader, as "a paradoxical blend of personal humility and professional will." The Level 5 leader is not the "corporate savior" or "turnaround expert". Mostof the CEOs of the Good To Great companies as they made the transition were company insiders.They were more concerned about what they could "build, create and contribute" than what theycould "get - fame, fortune, adulation, power, whatever". No Ken Lay of Enron or Al Dunlap ofScott Paper, the larger-than-life CEO, led a Good To Great company. This kind of executive is "concerned more with their own reputation for personal greatness" than they are with "setting the company up for success in the next generation".In this book, Jim Collins also challenges the notion that "people are your most important asset"and postulates instead that "the right people are." I don't know that I yet completely agree with his philosophy that it's more important to get the right people on the bus and then see where it goesthan it is to figure out where to go and get the right people on the bus who can get you there. However, he makes his point clearly and you can decide if you agree with him.This nearly 300-page book is packed with leading edge thinking, clear examples, and data to support the conclusions. It is a challenge to all business leaders to exhibit the discipline requiredto move their companies from Good To Great.Chapter 1: Good is the Enemy of GreatCollins and his assembled crew started their research using the companies that rank in the top 500in total annual sales. Then, by analyzing the returns they narrowed down the list to companiesthat experienced mediocrity for a period of time, but then changed course for the better and outperformed not just other companies in the same industry, but the overall market by several times. Other factors were also considered, until they finally had the list narrowed down to eleven “superstar” corporations: Abbott, Circuit City, Fannie Mae, Gillette, Kimberly- Clark, Kroger, Nucor, Phillip Morris, Pitney Bowes, Walgreens, and Wells Fargo. He then explored what goesinto a company’s transformation from mediocre to excellent. Based on hard evidence and volumes of data, the book author (Jim Collins) and his team uncovered timeless principles on how the good-to-great companies like produced sustained greatresults and achieved enduring greatness, evolving into companies that were indeed ‘Built to Last’.Good to Great is centers on a comparative analysis of eleven companies. Collins selects once-dull organizations, such as Kimberley Clark and Gillette that subsequently outperformed.The usual fault of such manuals is their obvious prescriptions. Of course successful firms keptclose to their customers and motivated employees. But unsuccessful firms didn’t fail because they rejected these objectives. They failed because they couldn’t achieve them. Collins penetrates these banalities because he questions the congratulatory self-description of winning businesses. For example, most of his eleven companies didn’t have visionary CEOs determined to turn the business round Few were aiming at the cover page of Fortune, most were consensus builders from inside the organization. Collins' research says the CEO's at the time companies become great aren't egotistical business leaders. Rather, they tend to be reserved people who channel their ego into building their companies. Collins is a little vague on exactly how you get other employees and key players tochannel their egos into building the company. The hope is that, if you select the right people, they'll do what's best for the company rather than for themselves.Finding something you can be passionate about is the other key. And, all employees must be passionate about the endeavor. Because most employees won't get jazzed about making the CEO and shareholders wealthy, a company should have a purpose beyond just making money. Collins says a company should have 'core values.'Collins says it doesn't matter what these 'core values' are, just that they exist. He says Philip Morris is happy to provide the strongest brand recognition of 'sinful' products. Maybe, they're rebelling against political correctness, or health, or whatever. If it works for them, it's cool. Fannie Mae, on the other hand, prides itself on providing mortgages to new, less-affluent homeowners and helping people buy homes. That sounds good, and is probably true, but it reads a little bit like a publicity statement.Chapter 2: Level 5 Leadership In this chapter Collins describes what he refers to as “level 5” leadership as explained in the table below. Every good-to-great company had “Level 5” leadership during pivotal transition years, where Level 1 is a Highly Capable Individual, Level 2 is a Contributing Team Member, Level 3 is the Competent Manager, Level 4 is an Effective Leader, and Level 5 is the Executive who builds enduring greatness through a paradoxical blend of personal humility and professional will. Level 5 leaders display a compelling modesty, are self-effacing and understated. In contrast, two thirds of the comparison companies had leaders with gargantuan personal egos that contributed to the demise or continued mediocrity of the company. Level 5 leaders are fanatically driven, infected with an incurable need to produce sustained results. They are resolved to do whatever it takes to make the company great, no matter how big or hard the decisions. One of the most damaging trends in recent history is the tendency (especially of boards of directors) to select dazzling, celebrity leaders and to de-select potential Level 5 leaders. Potential Level 5 leaders exist all around us, we just have to know what to look for. The research team was not looking for Level 5 leadership, but the data was overwhelming and convincing. The Level 5 discovery is an empirical, not ideological, finding.The 5th Level Leader – 5th Level Leaders have a combination of strong will and personal humility. The 5th Level Leader demonstrates an unwavering resolve and sets the standard for building great companies. In balance, he/she demonstrates a compelling modesty, relies on inspired standards and channels ambition into the company, and not into the self. The 5th Level Leader “looks in the mirror, not out the window” when focusing on responsibility and does just the opposite when apportioning credit for success of the company.When a leader’s energy is “in balance” they are driven neither by ego nor fear. They are moving at a speed that allows them to feel themselves, as well as those around them. They realize more than anyone else, that “the less you control, the more you can do”. Leadership greatness is about being a conduit of energy, not a single generator of it.Collins asked a critical question: Can 5th Level Leadership be taught? Well, yes and no. To the extent someone is gifted with these innate capabilities, they certainly have a head start. For any leader it is a matter of degree. It is about growing into the role of a 5th Level Leadership leader.It is interesting to note that most 5th Level Leaders did not live extravagant lifestyles. They had sound family and community relationships. They had healthy and long-term marriages. Most of them are highly spiritual people who have attributed much of their success to good-luck and God rather than personal greatness. These men and women were servant leaders, not self-serving ones.The five levels are as follows :Level 5 ExecutiveBuilds enduring greatness through a paradoxical blend of personal humility and professional will. Level 4Effective LeaderCatalyzes commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards.Level 3Competent ManagerOrganizes people and resources towards the effective and efficient pursuit of predetermined objectives.Level 2Contributing Team MemberContributes individual capabilities to the achievement of group objectives and worked effectively with others in a group setting.Level 1Highly Capable IndividualMakes productive contributions through talent, knowledge skills, and good work habits.Humility + Will = Level 5Professional Will and Personal Humility creates superb results, a clear catalyst in the transition from good to great. Demonstrates a compelling modesty, shunning public adulation; never boastful. Demonstrates an unwavering resolve to do whatever must be done to produce the best long-term results, no matter how difficult. Acts with quiet, calm determination; relies principally on inspired standards, not inspiring charisma, to motivate. Sets the standard of building an enduring great company; will settle for nothing less. Channels ambition into the company, not the self; sets up successors for even greater success in the next generation. Looks into the mirror, not out the window, to apportion responsibility for poor results, never blaming other people, external factors, or bad luck. Looks out the window, not in the mirror, to apportion credit for the success of the company - to other people, external factors, and good luck.All 11 of the featured companies had this type of leadership, characterized by a CEO who displayed determination and a strong will to be the best, yet who also showed humility. These level 5 leaders eliminated wasteful luxuries, like executive dining rooms, corporate jets, lavish vacation spots, etc., for the good of the company. Also, when asked about the success of the company, they were quick to give complete credit to the other workers in the company, rather than themselves. Yet these CEOs rose above their peers. Collins dubs them "Level 5" managers. By this definition, each was humble to a fault and hid from the limelight. At the same time, though, all of them went to extraordinary lengths to make their companies great. For Darwin E. Smith of Kimberly-Clark, that required jettisoning the core business when he sold its paper mills. For George Cain at Abbott, it meant firing his own relatives. These leaders' ambition was "first and foremost for the company," writes Collins. They were "concerned with its success, rather than their own riches and personal renown." Chapter 3: First Who ... then WhatIt deals with confronting the facts of expertise and market know- how, and then assembling together a first- class team of dedicated workers and management to achieve goals. In these “goodto great” companies, they all shared several things in common. First and foremost, they were not afraid to admit that they lacked the necessary skills to succeed in certain markets. Instead of pretending to know everything, these companies brainstormed until they had a short list of what they knew they could do better than anyone else. They didn’t bother acquiring other companies, where they had no expertise, or trying to learn new skills, or anything like that. Instead, they focused in on what they were best at, then hired individuals who were skilled in the same area and who would be most likely to work relentlessly toward a goal. Collins' point is "...not just about assembling the right team - that's nothing new. The main pointis to first get the right people on the bus (and the wrong people off the bus) before you figure out where to drive it. The second key point is the degree of sheer rigor needed in people decisions in order to take a company from good to great.". Regarding people decisions he has the following to say:1. When in doubt, don't hire - keep looking. (Corollary: A company should limit its growthbased on its ability to attract enough of the right people.)2. When you know you need to make a people change, act. (Corollary: First be sure youdon't simply have someone in the wrong seat.)3. Put your best people on your biggest opportunities, not your biggest problems.(Corollary: If you sell off your problems, don't sell off your best people.)Good-to-great leaders understand three simple truths:If you begin with the “who,” rather than the “what,” you can more easily adapt to a changing world.If you have the right people on the bus, the problem of how to motivate and manage people largely goes away.If you have the wrong people, it doesn’t matter whether you discover the right direction—you still won’t have a great company. Great vision without great people isirrelevant.Chapter 4: Confront the Brutal FactsThis chapter deals with the Stockdale Paradox .Another defiance of conventionality is encapsulated in the so-called Stockdale paradox. Admiral Stockdale survived a long period of imprisonment in Vietnam. He had determination to survive, but claimed that it was ‘the optimists’ who failed to see it through. The Stockdale paradox contrasts those who focus with determinationon a realistic objective with the fantasists whose slogan is that if you can dream it, you can do it. Retrain faith that you will prevail in the end, regardless of the difficulties and at the same time confront the most brutal facts of your current reality, whatever they might be. It says:1. Lead with questions, not answers2. Engage in dialogue and debate, not coercion.3. Conduct autopsies, without blame.4. Build red flag mechanisms that turn information into information that cannot be ignored.Next, even before they had settled on a business plan, these CEOs surrounded themselves with smart, hard-working people who were not afraid to face their shortcomings and hurdles--the "brutal facts," as Collins puts it--but who had faith they would ultimately win. After settling on a course, the companies on the list never lost sight of what they did best, and they maintained tough standards for their people. New hires either fit right in--or were quickly ejected. Then, through perseverance and the careful use of technology, the enterprises lifted off. "The process resembles relentlessly pushing a giant heavy flywheel in one direction, turn upon turn, building momentum until a point of breakthrough, and beyond," Collins concludes. Good-to-Great companies maintain unwavering faith that they can and will prevail in the end, regardless of the difficulties, and at the same time have the discipline to confront the most brutal facts of their current reality – whatever that might be.All good-to-great companies began the process of finding a path to greatness by confronting the brutal facts of their current reality. When a company starts with an honest and diligent effort to determine the truth of its situation, the right decisions often become self-evident. Good decisions are impossible without an honest confrontation of the brutal facts.Why Kroger Beat A&PThe Great Atlantic and Pacific Tea Company (also known as A&P) had the perfect business model for the first half of the twentieth century, when two world wars and an economic depression imposed frugality upon Americans: cheap, plentiful groceries sold in utilitarian stores. However, in the more affluent second half of the century, Americans began demanding bigger stores, more choices, fresh baked goods, fresh flowers, banking services and so forth. They wanted superstores that offered almost everything under one roof. To f ace the brutal facts about the mismatch between its past model and the changing world, A&P opened a new store called Golden Key, where it could experiment with new methods and models and learn what customers wanted. It sold no A&P-branded products, experimented with new departments, and began to evolve toward the more modern superstore. A&P began to discover the answer to the questions of why it was losing market share and what it could do about it. But A&P executives didn’t like the answers they got, so they closed the store, rather than diverge from their ages-old business ideas. Meanwhile, the Kroger grocery chain also conducted experiments and, by 1970, discovered the inescapable truth that the old-model grocery store was going to become extinct. Rather than ignore the brutal truth, as A&P did, the company acted on it, eliminating, changing, or replacing every single store that did not fit the new realities. It went block-by-block, city-by-city, state-by- state, until it had rebuilt its entire system. By 1999, it was the number one grocery chain in America.Let the Truth Be HeardOne of the primary tasks in taking a company from good to great is to create a culture wherein people have a tremendous opportunity to be heard and, ultimately, for the truth to be likewise heard. To accomplish this, you must engage in four basic practices:Lead with questions, not answers.Leading from good to great does not mean coming up with the answers and motivating everyone to follow your messianic vision. It means having the humility to grasp the fact that you do not yet understand enough to have the answers, and then to ask questions that will lead to the best possible insights.Engage in dialogue and debate, not coercion.All good-to-great companies have a penchant for intense debates, discussions and healthy conflict. Dialogue is not used as a sham process to let people “have their say” so they can buy into a predetermined decision; rather, it is used to engage people in the search for the best answers.Conduct autopsies, without blame.Good-to-great leaders must take an honest look at decisions his or her company makes, rather than simply assigning blame for the outcomes of those decisions. These “autopsies” go a long way toward establishing understanding and learning, creating a climate where the truth is heard.Build red flag mechanisms that turn information into information that cannot be ignored.Good-to-great companies have no better access to information than any other company; they simply give their people and customers ample opportunities to provide unfiltered information and insight that can act as an early warning for potentially deeper problems. Chapter 5 : The Hedgehog ConceptIt talks about the triumph of understanding over bravado -- requires a deep understanding of three intersecting circles translated into a simple, crystalline concept -- the hedgehog concept.and it’s the basis for much of the book. This concept involves reflecting on three important questions that all businesses should ask:1. What are you deeply passionate about?2. What drives your economic engine? and3. What you can be best in the world at ?At what you can be best in the world. This standard goes far beyond core competence — just because you possess a core competence doesn’t necessarily mean you are the best in the world at that competence. Conversely, what you can be best in the world at might not even be something in which you are currently engaged. The Hedgehog Concept is not a goal or strategy to be the best at something; it is an understanding of what you can be the best at and, almost equally important, what you cannot be the best at.What drives your economic engine? To get insight into the drivers of your economic engine, search for the one denominator (profit per x, for example, or cash flow per x) that has the single greatest impact. If you could pick one and only one ratio to systematically increase over time to make a greater impact, what would that ratio be? This denominator can be subtle, sometimes even unobvious. The key is to use the denominator to gain understanding and insight into your economic model.What you are deeply passionate about. Good-to-great companies did not pick a course of action, then encourage their people to become passionate about their direction. Rather, those companies decided to do only those things that they could get passionate about. They recognized that passion cannot be manufactured, nor can it be the end result of a motivation effort. You can only discover what ignites your passion and the passions of those around you.These three questions are placed within overlapping circles. The area where the three overlap is the area where a corporation should aim to reach, to ensure the most output and the greatest efficiency..A hedgehog concept is not a goal to be the best, a strategy to be the best, an intention to be the best, a plan to be the best. It is an understanding of what you can be the best at.If you could pick one and only one ratio - profix per x (or in the social sector, cash flow per x) - to systematically increase over time, what x would have the greatest and most sustainable impact on your economic engine?The core of the book emphasizes what Collins refers to as a 'hedgehog' strategy that is necessary to achieve greatness. Collins says great companies are like hedgehogs in that they stick to what they know and can do well. Collins says when a fox attacks a hedgehog the hedgehog curls into a prickly ball and the attacking fox must leave it alone. Then, the fox runs around and tries another point of attack and never learns. The hedgehogs only need to do one thing that works well and consistently. In short, after much research and writing, Collins finds the key to business success is functioning within the intersection of three circles. The first circle represents an endeavor atwhich your company has the potential to be the best in the world. The second circle represents what your company can feel passionate about. The third circle represents a measure of profitability that can drive your economic success. You must choose to do something that's profitable and know how to focus upon that profitability.To find the circles, Collins makes the excellent point that you must begin with the right people. Collins emphasizes that the people must come before you decide exactly how your company will achieve success. We learn that in great companies there is often heated debate about what's best for the company. The culture of great companies is open in the sense that the truth will be heard. That's very different from debating for the sake of protecting private turf and self-aggrandizement.Chapter 6 : Cultural DisciplineThis chapter deals with the importance of discipline. It talks about building a culture full of self-disciplined people who take disciplined action, fanatically consistent with the three circles, the hedgehog concept. freedom and responsibility within a framework -- build a consistent system with clear constraints, but give people freedom and responsibility within the framework of that system. It advises to hire self-disciplined people who don't need to be managed, and to manage the system, not the people.Discipline means fanatical adherence to the Hedgehog Concept and the willingness to shun opportunities that fall outside the three circles. The findings here might surprise some people. First of all, the management teams of the best companies are not strict disciplinarians. Discipline is stressed, but it comes from hiring employees who are already disciplined and ready to motivate themselves to achieve. Bureaucratic culture arises to compensate for incompetence and lack of discipline, which arise from having the wrong people on the bug in the first placeHaving a disciplined culture is the opposite of having a controlled one. There is no need for hierarchy, bureaucracy, or excessive control. Sustained great results depend upon building a culture full of self-disciplined people who take disciplined action fanatically consistent with the three circles of the Hedgehog Concept. This is in contrast to the typical ways in which many companies (particularly start-ups) conduct themselves when responding to growth and success. As these companies grow, they tend to sacrifice the creativity, energy and vision that made them successful in favor of hierarchical, bureaucratic structures and strictures — thus killing the entrepreneurial spirit as they create order. Exciting companies thus transform themselves into ordinary companies, and mediocrity begins to grow in earnest. Indeed, bureaucratic cultures arise to compensate for incompetence and lack of discipline, which arise from having the wrong people on the bus in the first place. Most companies build their bureaucratic rules to man-age a small percentage of the wrong people, which in turn drives away the right people. This self-perpetuating problem can be avoided by creating a culture of discipline.Action StepsTo create a culture of discipline, you must:Build a culture around the idea of freedom and responsibility, within a framework.Good-to-great companies built a consistent system with clear constraints, but they also gave people freedom and responsibility within the framework of that system. They hired self-disciplined people who didn’t need to be managed, and then managed the system, not the people. They also had the discipline of thought, to confront the brutal facts of reality and still maintain faith that they were on the track to greatness. Finally, they took disciplined actions that kept them on that track.。
柯林斯《从优秀到卓越》_1200字
柯林斯《从优秀到卓越》_1200字这本书说的是一所公司从80分怎么做到100分。
所以是已经立足于一家相对完善的企业的提升，而非从0开始的创造。
其实，看多了，觉得其实关键都是那些，找到一个核心的概念，合适的人，坚持去做。
当然，这本书特殊之处在于它的结论都从相对严谨的数据分析而来。
虽然书中没有提及，但是我认为在这个作者眼中，乔布斯并不属于作者所定义的第五级经理人。
乔布斯是天才型的，极具个人魅力，但作者因为能够领导卓越公司的人而应该是更内敛扎实的人。
不是说不优秀，只是距离卓越有距离。
书中定义的卓越放在较长的时间去定义的，卓越公司往往是要经历至少两代领导人的情况下，还能保持飞速增长趋势的企业。
而有点类似乔布斯这类第四级经理人，往往可以在一段有限时间里面将公司利益最大化，但是当经理人里去，企业会开始日益后继无力。
因为，很有可能这类企业建立在一个天才1000个助手的基础上。
这是比较危险的。
但当然，如果你不考虑企业的长远发展，仅从个人产出上看，第四级经理人绝对是极为优异的。
反而第五级经理人是较为默默无闻，难以被大众称之为英雄的。
而关于员工，作者认为应该是要找到对的人，而不可以将就。
如果能将适合的人放在适合的位置上，那么公司用于激励员工的预算应该能大大降低。
因为适合的人本身就能驱动自己，如果出现问题，也有可能是位置放不对。
其实一个人的能力真的很有限，要想做更多，必须有自己的团队，要找到合适的人，让各自各司其职。
其实，做事很简单，处理人事才是最麻烦和复杂的。
因此，之前的我很长一段时间，根本不想理会其他，一味想把自己的事情做好。
后来，在百度发现，低头做事，你会很容易忽略局势，走偏了，很多努力根本是无用功，因此学会了要多看看旁边。
现在，在携程，每天都有做不完的事情，我开始学会考虑局面的时候，就必须会用人了。
因为，单凭个人之力太多千丝万缕的事情是不能顾全的。
另外，作者还提出要想做出正确决策，必须真正面对局面。
利用客观数据，建立起能够获取信息的渠道，而不像现在一些上司从表面看堵住了下属的嘴，梳理了权威，但是却也让自己无法看到真相，如此一来，就不能全盘把握到局面，就像开车的时候，玻璃蒙了，意外就很容易随之而来了。
GOOD TO GREAT (从优秀到卓越)
GOOD TO GREAT（从优秀到卓越）Jim Collins （吉姆·柯林斯）一·第五级经理人1·五级经理人体系第一级：能力突出的个人；用自己的智慧、知识、技能和良好的工作作风做出巨大贡献。
第二级：乐于奉献的团队成员；为实现集体目标贡献个人才智，与团队成员通力合作。
第三级：富有实力的经理人；组织人力和资源，高效地朝着既定目标前进。
第四级：坚强有力的领导者；全身心投入、执著追求清晰可见、催人奋发的愿景，向着高业绩标准努力。
第五级：第5级经理人；将个人的谦逊品质和职业化的坚定意志相结合，建立持续的卓越业绩。
3·第五级经理人的培养第一类：驱动人们追逐权势的欲望和个人野心往往和第5级经理人所具备的谦逊品质相左。
（这也就是第五级经理人稀少的主要原因，个人利益往往会高于一切）第二类：第5级经理人往往经历一些不同寻常的经历是他们成熟起来。
4·第5级经理人的领导并不等于“公仆式的领导”。
他们都是被创造可持续业绩的内在需要所驱动和感染。
为了使公司走向卓越，他们有决心做任何事。
二·先人后事1·实现跨越公司的领导者首先是设法得到合适的人才（不合适的下车），然后才决定将汽车开向何方。
2·对比采用“1个天才+1000个助手”的模式,即天才领导者出规划，然后雇佣一批能力很强的助手帮助实施。
这种模式往往会因为天才的离开而导致失败。
（这种模式是一个个人能力展示的结果，而非是一个完整的系统。
助手们基本只是服从，这样他们不仅不能熟悉掌握内部工作，并缺少思考，更甚至失去热情和积极性。
）3·重要的是给何人付酬，而不在于如何支付。
【合适地雇员】合适的雇员不会计较报酬的多少，只要认定是对的，他们就会全力以赴。
跨越公司中，补偿机制不是为了让不合适的员工做出合适的举动，而是要让合适的雇员上车，并保证他们能留在那儿。
（合适的雇员在车上，在他们力所能及的范围内，他们会竭尽全力，不是因为这样做会有什么好处，而是因为他们本能要求他们能建功立业，成就一番事业。
从优秀到卓越读书笔记
本文共有16084.5字，如对您有帮助，可购买打赏第一篇：从优秀到卓越读书笔记《从优秀到卓越》读书笔记长寿中学熊巧学习《从优秀到卓越》这部案例研究的典范著作的第一至第五章第一遍的时候，感觉对读到的部分管理理念有了一些初浅的认识，于是稍稍总结了一下。
一、关于“帕卡德定律”（来自第三章《先人后事》）“帕卡德定律”说：没有那家公司能在收入增长持续超出能找到足够合适的人员来实现这种增长所需的能力的情况下，仍然能成为卓越公司。
书中解释到：任何卓越公司的最终飞跃，靠的不是市场，不是技术，不是竞争，也不是产品，而是招聘并留住好的员工，是永远寻找最优秀的人。
人力不是最重要的财富，合适的雇员才是。
那么，怎样才能成为“合适的雇员”呢？企业又应该如何找到这关乎超越的“合适的雇员”呢？我联想到粗略读过的《彼得原理》（管理学家劳伦斯.丁.彼得的作品）。
彼得根据千百个有关组织中不能胜任的失败实例的分析而归纳出：“在一个等级制度中，每个职工趋向于上升到他所不能胜任的地位。
”于是，员工成为“不合适的雇员”了。
在“彼得原理”的作用下，员工总是趋向于成为“不合适的雇员”。
那么让我们跳出这个原理的框框，思考一下如何尽量不让“合适的雇员”变为“不合适的雇员”的解决办法。
企业中的每一个人都会在职位上力求表现，但是是原地踏步一再留恋过去的成绩，还是有勇气开辟新的天地？如果是开辟新天地，又如何保证不成为不合适的人呢？从员工和组织两个角度来研究，要避开彼得原理的陷阱，从我工作的经验和观察来看，员工必须非常善于学习，随时随地保持强烈的学习欲望，对新事物的好奇心永不止息且勇于尝试。
员工不急于挤入高处不胜寒的阶层，而深刻领悟巧胜于早的哲理。
组织的领导和决策者要领悟，理想境界永远无法达到，明白管理要寻求满意解而不是最优解，运用建立学习型组织的策略以及不断进行工作轮换，员工提升和下沉的措施兼而有之、交叉使用，才能使组织中的成员素质不断革新。
回到《从优秀到卓越》，第三章结尾处总结到：“衡量某人是否‘合适人选’，主要看内在性格特征和天赋能力，而不是专门知识、背景或实际技能。
从优秀到卓越 PPT版 (简化版)ppt
从优秀到卓越的奥秘 the secret of from good to
great
卓越的绩效
优异的绩效
黑匣子里藏 了什么秘密？
已称得上优秀的公司，有可能更上层楼、成为卓越的公 司吗？如果可以，怎样才能做到？
5
实现从优秀到卓越的公司the companies from good to
great
从跨越点到此 起始和终止
公
司
后15年间的业 年份（15年）
绩（大盘股指
倍数）
1. 雅培公司（Abbott）
3.98
1974-1989
Hale Waihona Puke 2. 电器城公司（Circuit City）
3. 联邦国民抵押协会（Fannie Mae） 18.50
4
为什么非要追求卓越？Why we need strive for
Great
如果你从事的工作正是你热爱而且在乎的工作，你根本不需要问这个问 题。所以真正的问题是“什么样的工作能驱使你努力创造出卓越的事 业？”如果你始终疑惑：“为什么我要追求卓越？单单成功还不够吗？” 你很可能入错了行，没有找对工作。
影响中国管理十五人之一
2
课程内容Content
1. 为什么我们一定要卓越？Why we need become Great 2. 优秀是卓越的大敌Good is the Enemy of Great 3. 第5级经理人 Level 5 Leadership 4. 先人后事First Who, Then what 5. 直面残酷的现实Confront the brutal facts 6. 刺猬理念Hedgehog Concept 7. 训练有素的文化Cultural Discipline 8. 技术加速器Technological Accelerators 9. 飞轮和厄运之轮The Flywheel And the Doom Loop
GOOD TO GREAT
GOOD TO GREAT（从优秀到卓越）Jim Collins （吉姆·柯林斯）一·第五级经理人1·五级经理人体系第一级：能力突出的个人；用自己的智慧、知识、技能和良好的工作作风做出巨大贡献。
第二级：乐于奉献的团队成员；为实现集体目标贡献个人才智，与团队成员通力合作。
第三级：富有实力的经理人；组织人力和资源，高效地朝着既定目标前进。
第四级：坚强有力的领导者；全身心投入、执著追求清晰可见、催人奋发的愿景，向着高业绩标准努力。
第五级：第5级经理人；将个人的谦逊品质和职业化的坚定意志相结合，建立持续的卓越业绩。
3·第五级经理人的培养第一类：驱动人们追逐权势的欲望和个人野心往往和第5级经理人所具备的谦逊品质相左。
（这也就是第五级经理人稀少的主要原因，个人利益往往会高于一切）第二类：第5级经理人往往经历一些不同寻常的经历是他们成熟起来。
4·第5级经理人的领导并不等于“公仆式的领导”。
他们都是被创造可持续业绩的内在需要所驱动和感染。
为了使公司走向卓越，他们有决心做任何事。
二·先人后事1·实现跨越公司的领导者首先是设法得到合适的人才（不合适的下车），然后才决定将汽车开向何方。
2·对比采用“1个天才+1000个助手”的模式,即天才领导者出规划，然后雇佣一批能力很强的助手帮助实施。
这种模式往往会因为天才的离开而导致失败。
（这种模式是一个个人能力展示的结果，而非是一个完整的系统。
助手们基本只是服从，这样他们不仅不能熟悉掌握内部工作，并缺少思考，更甚至失去热情和积极性。
）3·重要的是给何人付酬，而不在于如何支付。
【合适地雇员】合适的雇员不会计较报酬的多少，只要认定是对的，他们就会全力以赴。
跨越公司中，补偿机制不是为了让不合适的员工做出合适的举动，而是要让合适的雇员上车，并保证他们能留在那儿。
（合适的雇员在车上，在他们力所能及的范围内，他们会竭尽全力，不是因为这样做会有什么好处，而是因为他们本能要求他们能建功立业，成就一番事业。
CEC：从优秀到卓越的企业的六大特征
CEC：从优秀到卓越的企业的六大特征发表时间: 03 Oct 2004 21:40 贴子标题: CEC：从优秀到卓越的企业的六大特征吉姆·柯林斯在《从优秀到卓越》这本书里提出，实现从优秀到卓越跨越的公司具备六大特点。
一是具有第五级经理人。
他们将个人的谦逊品质和职业化的坚定意志相结合，建立持续的卓越业绩。
他们个个雄心壮志，但是表现出一种令人折服的谦虚。
他们培养接班人，为公司以后取得更大的成功做好铺垫。
二是先人后事。
实现跨越的公司的领导者首先是设法得到合适的人才（不合适的下车），然后才决定将汽车开向何方。
衡量某人是否合适人选，主要看内在性格特征和天赋能力，而不是专门知识、背景或实际技能。
三是直面残酷的现实，但是绝不失去信念。
对现实有着清醒的认识，同时诚实而努力。
四是刺猬理念。
实现跨越的公司更像刺猬，只知道"一件大事"，明白自己的组织能够在哪方面做得全世界最出色，并且坚持不懈。
五是训练有素的文化。
训练有素的文化具有双重性，一方面，需要人们遵守一贯的制度，另一方面，它给人们制度框架下的自由和责任。
六是技术加速器。
实现跨越的公司把技术当做是发展势头的推动力，而非创造者。
对于任何技术，最关键的问题是这种技术能否直接服务于刺猬理念。
柯林斯把"卓越"定义为：在15年时间里，公司累积股票回报至少是市场的3倍。
把"优秀"业绩定义为在这之前的15年时间，公司累积股票回报不超过市场的1.25倍。
除此之外，转折点后的15年内的累积股票回报率和转折点前的15年的累积股票回报率相除必须超过3。
也就是说，实现卓越的公司至少有30年的历史，15年的优秀业绩之后，有15年的卓越表现。
从优秀到卓越(吉姆.柯林斯)
三 先人后事
先人后事－－严格，但不冷酷无情
严格代表着无论在何时都严格按制度行事，并面对所有阶层，尤其是对上层管理者。 让优秀的人才完全不必担心自己的地位，可以全身心投入到工作中去。如果让一个人成年累月处于不确定中，霸占了
他们生命中可以用来干其他事的宝贵时光，最终落得一事无成。 不把失业和重组作为鞭策雇员好好工作的首要策略。
四点建议： 1、领导应多提问题，少要求答案。无休止地提问题，直到对事实的来龙去脉有了清楚的了解； 利用与经理及雇员们在一起的非正式会议，虚怀若谷，承认自己并不了解全部情况的事实。 2、要对话、要争论，但不要强制。崇尚频繁对话，人们都参与激烈的争论，最后达成共识。 3、作彻底的事后分析，不要互相指责。不是去掩饰错误，而是谈论它并进行彻底治疗，无需去 责备，只需去理解和学习。 4、建立“红旗”机制。通过一种机制让人们有发表评论和反对意见的机会而不会遭受惩罚，把 信息转化为让人无法忽视的信息，并形成一个注重事实的氛围。
四 直面残酷的现实，但绝不失去信念
保持坚定信念
当面对严酷现实时，让自己更强大更有弹性，而不是变得软弱和丧失信心。把 不幸经历当做动力，兴奋勇敢地面对困境，并告诉自己永不放弃。
斯托克代尔悖论： ➢ 坚持你一定会成功的信念，同时，要面对现实中最残忍的事实，不论有多大困
难，不论它们是什么。 ➢ 排除一切干扰，在少数有重大影响的事情上集中精力，全力以赴。
核心业务并不一定就能成为你的刺猬理念的基础，你往往并不能在这方面杰出； 核心能力并不同与刺猬理念，某方面有能力并不一定有潜力成为最优秀的； 做你擅长的只是使你变得不错，一心专注于你有潜能比其他公司做得更好的事，才是通向卓越的唯一途径。
五 刺猬理念
深刻的感悟而非虚张声势
从优秀到卓越
•不需要在卓越的產業中，才能達成卓越的營運績 效。
強調紀律的文化
第一 無論定下的評量標準是多麼難 以達成，都要誠實面對。
厚植實力
第五級 領導 先找對人… 再決定做什麼 面對殘酷 的現實 刺蝟原則 強調紀律 強調紀律 的文化 的文化 以科技 為加速器
第五
擬定不做之事清單。
強調紀律的文化
• 管理制度，而非管理員工
網羅能充分自律，不需費心管理的人才，因此 能把更多的心力花在管理制度，而非管理員工。
• 塑造文化，而非推行暴政
應建立起長治久安的紀律文化，而非施展鐵脕 ，強力推行組織紀律。
面對大好時機時，必須很有紀律，才有辦法說 ：「不，謝謝你。」如果超出了三個圈圈的範 圍，即使是「千載難逢」的大好良機，都不適 合跨入。
第三
如果找錯了人，就算妳找到了 正確的方向都沒用﹔你的公司仍 然不可能成為卓越的公司。
空有卓越的願景，仍是枉然。
先找對人，再決定要做什麼
第五級領導人＋經營團隊
（從優秀到卓越的公司） （對照公司）
眾星拱月
第五級領導人 先找對人
第四級領導人 先決定要做什麼
找對人上車， 組成卓越的經營團隊
先擬定願景，決定公司的 發展方向和藍圖
其強烈的企圖心，且無可救藥地需要看到具體的成果。
• 在十一家「從優秀到卓越」的公司中，有十家公司的執行 長是從內部升遷，對照企業尋求外援的頻率則高達六倍。 • 第五級領導人不只是在做重大決策時，會顯露這種安靜而 執著的特質，他們還具備了苦幹實幹、努力不懈的個人風
格。
5 《从优秀到卓越》读书分享会V1.0
GOOD TO GREAT《从优秀到卓越》读后分享营销客服中心2018年8月24日CONTENS0201读书笔记个人感悟训练有素的人训练有素的思想训练有素的行为第五级经理人先人后事直面残酷的现实刺猬理念（三环理论）训练有素的文化技术加速器三面·六点主体思想执行训练有素的人第五级经理人先人后事个人谦逊品质职业化的坚定意志回避公众的恭维实现跨越的催化剂行事从容冷静勇往直前的决心公司利益至上树立高标准把成功归于外因业绩不好自我承担是否可通过学习成为第5级经理人？卓越公司抢占优秀人才留住优秀人才对照公司抢占市场、抢占机会先找好人才，再决定做什么事•选人的标准：内在性格特征、天赋能力，而非专门知识、背景或实际技能•过人才聚集起来的好点子，好想法，一起决定公司未来最正确的走向VSeg. 管培生招聘直面残酷的现实核心思想——不管世界多么复杂，刺猬都会把所有的挑战和进退维谷的困难简单化多么复杂，刺猬都会把所有的挑战和进退维谷的困难简单化训练有素的思想斯托克代尔悖论——“坚持你一定会成功的信念，同时面对现实中最残忍的事实，不论他们是什么。
”不同层级的领导者必须深刻认识到公司所处的整体现状，并坚定不移的寻找最优解决方案刺猬理念（三环理念）•你喜欢且能带给你高利润•你能在什么方面成为世界上最优秀的•你擅长，并且做得比你的竞争者都更好的•知道在什么方面你并不能成为最优秀的训练有素的文化“建立一种文化使人们在三环理论的框架下，其行为受训练有素的约束，并间接遵守刺猬理念”企业文化的创建是一个不断持续优化的过程，需要企业在“开放、透明、自我实现”的原则下，不断根据企业与员工的利益变化进行优化，实现共赢企业具体落地：优化管理流程、删除不必要制度、改进沟通模式等，从企业层面传递出改革的信号，利用榜样的力量，引导全员的参与激情训练有素的行为技术加速器“发展动力的加速器，而非创造者。
”技术应该是围绕企业的核心战略计划产生的，是对刺猬理论的补充合理运用技术而不是盲目随从，才能让技术成为加速器在企业的发展过程中，要警惕技术泡沫和过分夸大技术的行为小结飞轮效应从优秀到卓越的三步，是一个积累的过程，一个循序渐进的过程。
从优秀到卓越读书笔记
你对什么 充满激情
你能在什么方面 成为世界上 最优秀的
什么驱动你的 经济引擎
8
【 训练有素的文化 】
实现跨越的公司
建立了一贯制度，但他们也给予员工 制度框架下的自由和责任。他们聘用 严于自律无需管理的人，公司只需管 理系统，而不需管理这些人
以制管人，人管制度
一般的公司
可能已经制定了制度，但是制度执行 相对比较薄弱。公司依旧通过领导的 权威进行管理，没有形成可以长久治 安的文化与制度
以人管人，无制可循
训练有素的文化
一般的企业文化
9
【 技术加速器 】
技术只是动力的加速器，绝非动力的创造者
合理地使用技术，技术就会成为动力的 加速器而非创造者
实现跨越的公司从来不在转变初期开拓 新技术，原因很简单—只有当你知道自 己需要什么样的技术时，你才能更好地 应用技术
为建立一个长盛不衰的卓越公司 树立标准；决不降低标准
业绩不佳时自己承担责任， 而不 是埋怨别人，归咎于外因或运气 不好
表现出令人折服的谦虚，回避公 众的恭维；从不自吹自擂
行事从容、冷静；主要依靠崇高 的标准， 而不是靠鼓舞人心的个 人魅力调动员工的积极性
雄心勃勃，但把公司的利益，而 不是个人的利益放在第一位。培 养接班人，为公司取得更大的成 功打下基础
1
从优秀到卓越 Good to Great
2
【 只有11家公司符合条件 】
所有最终入选实现从优秀到卓越跨越的公司都拥有1个显著特征
累积股票收益率在1 5年内相当于或低于市场平均水平，此后有一明显的转折 点，在随后的1 5年中其累积股票收益率至少是市场平均水平的3倍
即使是在最不可能的情况下，优秀公司也有可能转变为卓越公司
《从优秀到卓越》读后感
《从优秀到卓越》读后感《从优秀到卓越》读后感1最近，在微信读书APP上读了《从优秀到卓越》一书。
这本书是美国作者柯林斯的一本管理力作，是一本关于“成功之后如何更成功”精作。
作者围绕训练有素的人、训练有素的思想、训练有素的行为三方面展开分析，深刻解读了企业优秀员工的含义，包括工作态度、工作方法和工作道德等，让我对自己以前的工作有了更多的深思和反省。
态度决定一切想要做好工作，首先，就是要端正态度。
包括对自己，对工作，对别人。
对自己要严格要求。
在岗位上要脚踏实地、爱岗敬业、讲奉献，讲担当，勤勉尽责，少计较个人得失，多考虑企业发展，力争上游，时时鞭策自己，超越自己。
其次，要保持良好的心态。
在工作中寻找乐趣，要树立全心爱工作，今天比昨天更努力的思想，要把“国投是我家、发展靠大家、我来建设家”铭记于心、实践于行。
另外，对工作要认真负责。
工作成果是考察一个员工的主要指标，对工作要积极主动、尽善尽美、善始善终并敢于承担责任。
接受一个工作的同时，就是接受了一项使命，要认真思考这项工作的各个环节，保证每个环节的顺畅流转。
要超前谋划，周密制定好追求卓越，勇争第一，挑战极限的目标，将工作目标圆满完成作为必成指标。
不因工作中有困难而放弃，积极寻找解决办法，对每一项工作都有一个圆满的交代。
如果工作过程中出现一些错误，要勇于承担责任，不找借口推脱，并在学习中改进，不重复同一个错误。
行动成就所有冰冻三尺非一日之寒，一个企业要从优秀到卓越的跨越，都经过了学习、追求、挑战，并加以积累，在有充分准备的基础上进行的革新和提升。
“台上一分钟，台下十年功”。
没有对所做的事不断学习、创新、积淀的过程，就不可能在别人的眼中绽放出耀眼的光芒，更不可能创造出奇迹。
企业的成功，成为卓越的企业，背后都包含了艰辛的磨炼和艰难的过程。
卓越企业，并不是因为“他们比常人更聪明、更有魅力、更有创造力和有更高深的思想”，也“并不一定比我们更善于想出好点子”。
而是能把先进理念、奋斗目标、工作原则、规范流程坚持得更加彻底。
美国著名商业作家柯林斯所著《从优秀到卓越》图书赏析公司管理培训通用PPT模板课件
海明威已到中年，他的精力和创造力也随 之减退。在海明威的内心世界，他很烦躁， 但绝不失去希望和自信。当然了，也不会 轻易放弃的。老人圣地亚哥这个人物身上 所折射出的品质恰是海明威最为欣赏的
此外，老人心中的家就是大海，在那里他 可以找到友谊和深爱的东西。老人爱大海， 他把大海看作是一位仁慈的，美丽的女性； 他把鸟、鱼和海风看作是他的朋友。
艺术手法
MEA NS OF A R TI S TI C E X P R ES S I ON
艺术手法
在海明威的写作技巧上，他用对话的简洁、 修辞的干净，韵调的自然，形成了独特的 创作风格。海明威使用的语言和刻划的形 象鲜明，但是他的主题却含蓄隐晦，只用 警句式的语言就能表现小说中人物的言谈 行动
只不过是简洁质朴、文字平定而已，开拓 了小说的描写空间，丰富了小说的文学意 蕴，使人产生一种感情真的感受。具有一 种无可抗拒的美。
所以，那个阶段的我，养成了随时随地对自己进行正向暗示的习 惯。有时候是在心里对自己说话，没人的时候，我会大声地喊出 来
读书笔记
GOOD
G R E AT
加强学习，不仅仅在业务方面，更要在思想道德品质方面，培养谦 逊、自信和坚定的内在品质，取得成绩时朝窗外看，把成功归于同
事或他人
卓越的企业领导人必然是品质高尚的 人。书中将公司经理人分为5级，分 别是能力突出的个人、乐于奉献的团 队成员，富有实力的经理人、坚强有 力的领导者
主题思想
《老人与海》中的老人圣地亚哥在海上经过三 天精疲力竭的搏斗，最终拖到海岸上的是一副 巨大的鱼骨架子，事实上，老人是一无所获的 胜利者。而且今后人们也无法相信这位身衰力 竭的老人，能够战胜奔腾不息的大海。在海明 威看来，人生是一场打不赢的战争，
推荐一本好书--从优秀到卓越
如何能比GE发展得更快？――推荐大家读一读《从优秀到卓越》《基业长青》曾风靡世界，其作者吉姆·柯林斯五年磨一剑，推出新书《从优秀到卓越》，专门解读是什么力量使一些公司从优秀的公司成长为卓越（英文中也有伟大的意思）的公司。
作者带领的团队对美国股市进行了研究，发现实现这种嬗变的11家公司，在他们实现跨越的15年里，公司的平均累积股票收益率是大盘股指的6.9倍，最高的达到17倍多，而公认为20世纪最杰出的公司的通用电气在1985年到2000，其累积股票收益率仅比市场高比2.8倍。
专家们采取一系列分析手段，历时五年，对卓越公司和优秀公司做了对照研究，终于找到了答案。
他们认为，公司从优秀到卓越的作用机制在于下图：从优秀到卓越的框架在这个框架里面，作者对每个环节都做了分析，从案例到数据，从现象到结论，分析得非常透彻。
书中对框架里的关键词做了解读，对照上图来看，就可以大体读懂作者的想法。
虽然不能浓缩整本书的内容，但是，仅看看这些概念，在管理理念上也会对我们有很多启发。
第5级经理人：最终找到实现跨越所需的领导人类型时，我们都感到大为惊奇，震撼不已。
与一些个性十足、惹人注目、上头条、做名流的公司领导人相比，实现跨越的公司领导人似乎是从火星上来的。
不爱抛头露面、沉黙寡言、内向甚至害羞――这些领导人是矛盾的混合体：个性谦逊，但又表现专业。
与其说他们象巴顿和凯撒，不如说他们更象林肯和苏格拉底。
先人后事：我们原以为，实现跨越的公司的领导人会从建立一套新构想、新策略入手。
相反，我们发现，他们首先请进合适的人选，请出不合适的人选，并令合适的人选各就其位――然后再考虑下一步该怎么走。
“人是最重要的资产”这句格言现在看起来也是错误的，人不是最重要的资产，合适的人才是最重要的资产。
让合适的人发挥合适的作用，而决不是“一个天才加一千个助手”。
直面残酷的现实（但决不失去信念）：我们知道，一个战争的幸存者，比任何一本关于公司策略的书更能教会我们如何找到一条通往卓越的道路。
从优秀到卓越读书笔记
从优秀到卓越读书笔记第一篇：从优秀到卓越读书笔记从优秀到卓越读书笔记从优秀到卓越是每个企业都梦想的一个过程，但往往会因为各种因素，制约着这种现象的发生。
本书首先对企业卓越进行了定义，并调研了所有在美国上市比较长时间（至少35年）的上市公司，筛选出了一批符合卓越标准的上市企业，通过研究发现这些企业都具备了一些特质，而与此同时，本书的研究团队又对比分析了这些公司同时期同业务的另外一些着名企业，作为对照，惊人的现象是正是因为他们没有这些特质而最终导致他们的公司没有成为卓越，有的甚至一败涂地了。
下面我们看一下这些特质，又或是使他们飞龙在天的秘籍到底是什么？第一要素：人。
书中的叫法是第5级经理人。
要想从优秀变成卓越，首先必须要找到能够带领企业发生转变的第5级经理人。
那什么样的人才是第5级经理人呢？书中写的也比较清楚：谦逊、不爱抛头露面、但非常专业，他们不像很多具备相当强人格魅力的领袖，而正是这些不显山露水的经理人最终成就了一番大事业。
仔细分析一下，确实有其合理性存在。
不爱抛头露面的人往往有更多的时间专注自己企业内部的管理与战略的制定，不用疲于应付各种社交关系或因为某种社交关系中所谓的面子而让企业前进的方向走了岔路。
这种性格的人另外的一种优势是他们往往会把企业的利益重于自我的利益，把企业长期发展的大计的重要性放于第一位，当他们离职或退休后的公司，仍能保持很长时间的持续卓越，而不是像那些傲慢、自我的明星经理人一样，把自己的重要性放于第一位，而一旦他们走下神坛，公司顷刻间即会土崩瓦解，而这些明星经理人们仍然会洋洋得意，看似是正是由于他们的离开，公司才会形成现在的这种局面。
因此人的作用，确实很重要。
而找到合适的人员，书中同时还提到了一个观点，他们在巨大的压力下面，严峻的形式下面，他们往往会自我激励、互相鼓励，竭尽所能为公司服务，而公司的管理人员或者领导者甚至不需要对他们进行在心里上的疏导，从而又节约了大量的时间以及管理的成本。