GOOD TO GREAT (从优秀到卓越)

从优秀到卓越.未删节版].Good.To.Great.-.Jim.Collins

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.。

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。

从优秀到卓越 1-5章

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谢谢观赏
直接对照 1. 普强间接对照 1. 宝来公司 2. 克莱斯勒公司 3. 哈里斯公司 4. 孩之宝公司
2. 赛罗
3. 大西部金融公司 4. 华纳-兰伯特公司 5. 斯科特纸业 6. 雷诺烟草公司 7. 美洲银行 8. 伯利恒钢铁公司
5. 乐百美公司
6. 特力得公司
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3、黑匣子之内
卓越成绩 ——优秀成绩黑匣子里是什么？
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从黑匣子里发现的：
1、请外援做领导往往起消极作用 2、经理人的酬薪与从有优秀到卓越的过程没有关联的模式，酬薪是业绩的推动力，没有数据支持证明。 6、合并于收购没有起到任何推动作用 7、卓越公司不刻意创造改变、激励或是营造气氛。
8、卓越公司在跨越时并没有任何名称、标志、事件、或计划以 3、战略本身并不是卓越的关键点表明其变化 4、卓越公司不仅仅关注该做什么， 9、卓越公司从事的并非是景气行也关注哪些事不该做或应停止业，有些甚至很糟。并非环境做的产物，是一种慎重决策的结 5、技术及技术推动的变革，不能果。激发跨越，只能加速转变不能促其实现
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训练有素的文化：涉及行为，需要自律的人按训练有素去思考问题，按规范做事。技术加速器：不把技术当做引发转变的首要工具，但都是运用技术的先锋。技术不是卓越的根本原因。飞轮和厄运之轮：跨越不是一蹴而就，是需要积蓄势能才能达到突破完成飞跃。
《从优秀到卓越》→ 可持续的＋《基业长青》=长盛不衰的的理念卓越成绩的理念卓越公司
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Байду номын сангаас10
一、优秀是卓越的大敌
从优秀到卓越的永恒的“物理学”

《从优秀到卓越》内容简介及读书笔记

大师档案1988年，吉姆·柯林斯走上斯坦福商学院的讲坛，时年33岁。

1992年，他打败所有教授，被学生选为最杰出教师。

柯林斯曾经任职麦肯锡公司、惠普公司，担任星巴克、时代集团等知名企业的顾问，也是许多非盈利性组织的咨询对象，其中包括彼得·德鲁克非营利管理基金会，以及美国前副总统戈尔的政府改造会议。

柯林斯是全球畅销书《基业长青》、《从优秀到卓越》等书的作者。

其中《从优秀到卓越》全球销量超过4500万册。

柯林斯还主持位于科罗拉多州博尔德(Boulder)一家管理教学机构。

从优秀到卓越我想给你洗脑，我想让你忘记所有你了解到的关于产生伟大结果的做法，我希望你能够意识到，几乎所有让公司产生大规模变革的药方都只不过是个神话。

变革程序的神话：认为变革的路径是开始、结束和中间阶段大规模的活动。

燃烧的月台的神话：这个神话是说，只有当危机产生时，才能让没有明确动机的员工们接受变革。

员工认股的神话：这个神话认为，职工优先认股权、高薪水和福利水平是变革的润滑剂。

恐惧驱动变革的神话：认为对别人胜利的恐惧、对自身失败的恐惧都是变革的推动力。

技术驱动变革的神话：认为采用跨越式进步的技术可以获得你所期待的突破。

革命的神话：认为大的变革必须是根本性的、极端的、痛苦的，是一个巨大而突然的爆发。

错、错、错，这些全错了。

很多实现了从优秀到卓越的公司，并非师出有名，也完全没有制订一套完整的执行程序；他们对危机既不过分激动，也不过份倾心——他们决不会凭空制造出一个所谓的“危机”来；他们从不采用某种方式去“激励”职工，他们的职工总是自我激励，也从没有证据显示金钱和变革之间存在什么必然联系；恐惧也不是变革的驱动因素——但它确实使平庸者长存；技术当然是重要的.但它只能在变革已经开始之后起作用；至于最后一个神话，戏剧性的结果不见得来自戏剧性的过程，即使你希望这样的戏剧性不断地继续下去。

一个让经历其中的人感觉激动人心的革命，基本上不大可能导致从优秀到卓越的转变。

从优秀到卓越 PPT版 (简化版)

实现跨越的公司
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对于为何非追求卓越不可，教练回答说：“因为我真的很在乎所做的事情。我相信跑步会对孩子的生活带来很大的影响。我希望他们拥有卓越的经验，能够体会到参与一流团队、成为顶尖的感觉。” （看来，追求卓越不见得要建立一个伟大的企业，追求卓越同样适用于小集体或个人。）
4
为什么非要追求卓越？Why we need strive for
4. 吉列公司（Gillette）
0
5. 金佰利-克拉克（Kimberly-Clark） 7.56
6. 克罗格公司（Kroger）
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7. 纳科尔公司（Nucor）
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8. 菲利普莫里斯（Philip Morris）
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9. 皮特尼鲍斯公司（Pitney Bowes） 5.16
10. 沃尔格林公司（Walgreens）
影响中国管理十五人之一
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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

适合董事长总经理阅读的书

适合董事长总经理阅读的书
董事长和总经理通常需要面对复杂的商业环境和管理挑战，因此，适合他们阅读的书籍应该涵盖领导力、战略规划、管理技巧、沟通能力、创新思维等方面的内容。

以下是一些适合董事长和总经理阅读的书籍推荐：
1. 《从优秀到卓越》（Good to Great），作者吉姆·柯林斯研究了多家成功企业，提出了实现企业卓越的关键要素，对于董事长和总经理了解企业成功的内在机制有很大帮助。

2. 《领导力的五个层次》（The Five Levels of Leadership），约翰·C·马克斯韦尔的这本书探讨了领导力的发展阶段和技巧，对于董事长和总经理提升领导能力很有启发。

3. 《创新者的解答》（The Innovator's Dilemma），克雷顿·克里斯坦森的这本书讨论了创新对企业的重要性以及创新可能面临的困境，对于董事长和总经理了解创新战略有很大帮助。

4. 《沟通的艺术》（The Art of Communicating），作者索拉·罗因的这本书强调了有效沟通在领导中的重要性，对于董事长
和总经理提升沟通技巧有很大帮助。

5. 《执行，如何将想法变为现实》（Execution: The Discipline of Getting Things Done），这本书由拉里·鲍西尼和拉姆·查兰合著，强调了战略执行的重要性，对于董事长和总经理了解如何有效执行战略有很大帮助。

总之，董事长和总经理适合阅读那些涵盖领导力、战略规划、管理技巧、沟通能力、创新思维等方面内容的书籍，这些书籍可以帮助他们更好地应对复杂的商业环境和管理挑战，提升领导能力和管理水平。

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。

吉姆柯林斯的理念

吉姆柯林斯的理念1. 简介吉姆柯林斯（Jim Collins）是一位著名的管理学家、作家和讲师，他以其对企业成功的研究而闻名于世。

吉姆柯林斯的理念主要关注于领导力、管理和企业发展方面，他在其著作《从优秀到卓越》（Good to Great）中提出了一系列重要概念和原则。

本文将深入探讨吉姆柯林斯的理念，并分析其对企业成功的影响和启示。

2. 从优秀到卓越：核心概念《从优秀到卓越》是吉姆柯林斯最为知名的著作之一，该书通过对1500家美国公司进行长期研究，总结出了一些卓越企业与普通企业之间的关键差异。

2.1 领导力：Level 5 领导者吉姆柯林斯将卓越企业中最成功的领导者称为“Level 5 领导者”。

这类领导者具有强大的个人魅力和高度专注于组织目标实现的能力。

他们不仅关注个人的成功，更重视组织的长期发展和价值创造。

Level 5 领导者具有谦逊和坚定的特质，能够吸引并培养出优秀的团队。

他们懂得如何将正确的人放在正确的位置上，并通过激励和激励团队成员来实现组织目标。

2.2 核心理念：Hedgehog Concept吉姆柯林斯提出了“Hedgehog Concept”作为卓越企业的核心理念。

该概念源自寓言故事中的刺猬和狐狸之间的对话，表达了专注和简化的重要性。

Hedgehog Concept包括三个关键要素：你热爱做什么、你能成为世界上最好的人是什么以及你可以获得经济回报的是什么。

只有当这三个要素完美结合时，企业才能实现卓越。

2.3 关注长期发展：Flywheel 概念吉姆柯林斯强调企业应该关注长期发展而非短期利益。

他提出了“Flywheel”概念，将企业发展比作一个巨大而沉重的飞轮。

在初始阶段，推动飞轮转动需要巨大的努力，但一旦飞轮开始转动，它会越来越快。

企业应该通过持续的努力和专注于核心业务来推动飞轮转动。

这种长期坚持和积累的努力最终会带来卓越的成果。

3. 启示与应用吉姆柯林斯的理念为企业提供了许多启示和应用价值。

从优秀到卓越

从优秀到卓越，从“望其项背”到“并驾齐驱”更新时间：2011-4-26 出处：本站原创作者：党建锋编辑录入：吴秀荣从优秀到卓越，从“望其项背”到“并驾齐驱”通读美国管理专家吉姆·柯林斯的著作《从优秀到卓越》，感触颇多。

这本书所要解决的问题是，发现那些从优秀（good）跨越到卓越（great）层面的公司背后，有着哪些可供借鉴的共同规律性的东西。

作者和他的研究团队历时五年，重点分析了11家至少有着30年发展历史并保持了15年以上卓越业绩的公司，把这些卓越公司和那些同期发展而最终未能实现跨越的对照公司相比较，得出了以下几点可供借鉴的经验。

一、跨越公司有着第5级经理人。

何谓第5级经理人？就是那些个性温和而坚定，谦逊却目标远大的经理人。

这样的领袖能够运用自己的远见卓识带领公司实现长期发展，同时他低调的个性又能够制约自我，不把自我满足和个人英雄主义凌驾于组织之上。

第5级经理人会始终贯彻这样的原则，那就是尽量把个人对公司的影响降至最低，通过建立健全各种制度保障使公司获得长远发展。

这样即使经理人离职或退休，良好的制度也能保障后来者带领公司继续前进。

二、先人后事。

跨越公司从发展初期就坚守这样的理念：人，并不是公司实现战略突破的关键因素，合适的人才是。

于是公司在发展初期首先会请进各种合适的人才，同时把那些不合格的人请出去，以保证拥有一个最佳组合的发展团队。

这样做的好处是，在接下来的公司运作过程中，这些合适的人才会迅速成为训练有素的员工，在贯彻执行公司的战略目标和工作计划时，会自觉形成训练有素的团队和训练有素的文化，这就保证了公司人力资源最优化。

而如果公司不在发展初期就注重人力资源建设，那就得耗费巨大成本建立一套官僚和监督管理体制，以督促和鞭策那些懒惰的员工工作。

官僚体制和过于死板的管理体制不但会造成巨大的组织内耗，而且会使那些真正有创造力的员工厌烦，从而选择离开公司另谋高就。

所以说从一开始就招聘合适的人才并在公司发展过程中始终坚持宁缺毋滥的原则，以保证公司人力资源的最优化，是跨越公司的法宝。

豆瓣适合给员工培训的书

豆瓣适合给员工培训的书
豆瓣上有许多适合员工培训的书籍，这些书籍涵盖了各个领域，包括领导力、沟通技巧、团队建设、职业发展等方面。

以下是一些
在豆瓣上备受推荐的员工培训书籍：
1.《从优秀到卓越》（Good to Great），作者吉姆·柯林斯对
企业成功的研究成果，提供了许多对于企业管理和领导力发展非常
有价值的观点。

2.《影响力》（Influence: The Psychology of Persuasion），作者罗伯特·西奥迪尼介绍了影响他人的心理学原理，对于销售、
谈判以及领导团队都非常有启发性。

3.《团队协作的五大障碍》（The Five Dysfunctions of a Team），帕特里克·莱西奥尼通过小说的形式，生动地描述了团队
协作中常见的问题以及解决方法，对于团队建设和协作能力的培训
非常有帮助。

4.《创新者的窘境》（The Innovator's Dilemma），克雷
顿·克里斯坦森的这本书对于企业创新和发展的策略提供了许多深
刻的思考，对于企业管理者和员工的培训都具有重要意义。

5.《沟通的艺术》（The Art of Communicating），著名禅师须菩提·大山提供了许多关于沟通技巧和人际关系的启发，对于团队协作和领导力培训都具有积极的影响。

以上这些书籍都在豆瓣上备受好评，它们涵盖了领导力、沟通技巧、团队建设等员工培训所需的各个方面，可以作为员工培训的参考书目。

希望这些推荐能够对你有所帮助。

职业发展书籍推荐

职业发展书籍推荐职业发展是每个人都需要关注和努力的领域。

无论是刚步入职场的新人，还是已经有一定工作经验的职业人士，都可以通过阅读相关的职业发展书籍来提升自己的职业素养和技能。

本文将为您推荐一些优秀的职业发展书籍，帮助您在职场中取得更好的发展。

1. 《从优秀到卓越》（Good to Great）- 吉姆·柯林斯这本书是一本经典的管理类书籍，作者通过对多家公司长期研究，总结出了使公司从优秀到卓越的关键要素。

无论您是企业的高层管理者，还是一名普通员工，这本书都能为您提供宝贵的管理和领导力思路。

2. 《工作，还是生活》（Drive）- 丹尼尔·平克本书主要探讨了人们对工作的动机和激励，以及如何在职场中找到工作和生活的平衡。

通过阅读这本书，您可以了解到什么因素能够真正激发您的工作激情，并学会如何在职业生涯中取得更大的成就。

3. 《复盘自己》（Thinking, Fast and Slow）- 丹尼尔·卡尼曼这本书是一本关于心理学和行为经济学的经典之作。

作者通过对人类思维方式的研究，揭示了人们在决策和判断中的常见偏差。

通过学习这些心理学原理，您可以更好地理解自己和他人的行为，从而在职业发展中做出更明智的决策。

4. 《领导力的五个层次》（The Five Levels of Leadership）- 约翰·马克斯韦尔本书是一本关于领导力的指南，作者通过对领导力的五个层次进行了详细的阐述。

无论您是一名领导者，还是希望成为一名优秀的领导者，这本书都能够帮助您提升自己的领导力水平，并在团队中取得更好的成绩。

5. 《聪明的投资者》（The Intelligent Investor）- 本杰明·格雷厄姆这本书是一本经典的投资类书籍，适用于任何希望学习投资知识的人。

作者通过详细介绍投资原则和策略，帮助读者在投资中做出明智的决策。

无论您是投资新手还是有一定经验的投资者，这本书都能够为您提供宝贵的投资指导。

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，

从优秀到卓越(英文版)

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.。

Good to Great

●另一個影響台灣長期經濟發展的關鍵因素，是兩岸關係益趨不確定。台灣因與大陸同文同種，在經營大陸市場上有一定的優勢，台灣可以運用大陸豐沛的資源及快速成長的市場，來提升企業的全球競爭力；另一方面，也可以作為跨國企業進入大陸市場的跳板。但是，政府兩岸政策迄今搖擺不定，「三通」也因僵持在政治問題上而遲遲不能付諸實現。此一不Q因素不但讓台灣失去應有的利基，反而構成經濟長期發展的負面影響。毫無疑問地，在大陸經濟崛起並與周邊國家快速整合的過程中，台灣若不能及早祛除兩岸關係的不確定性，勢將遭到快速邊陲化的嚴重後果。
●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 )
第五級領導人
先找對人
找對人上車，組成卓越的經營團隊
然後再決定要做什麼
一旦適合的人才都各就各位之後，再找出邁向卓越的最佳途徑
「眾星拱月」
( 對照公司 )
第四級領導人
先決定要做什麼
先擬定願景，決定公司的發展方向和藍圖
然後再找人
分享 : 希望園區園丁嚴守仁 10/02/2002
1
「從優秀到卓越」的公司篩選過程
第一階段：1435家公司選自1965~1995的《財星》五百大企業
第二階段：126家公司進入芝加哥大學證券價格研究中心
的數據形態分析第三階段：19家公司
進入產業分析第四階段：11家公司
獲選為從優秀到卓越的公司
到悲觀。尤其是美國何時出兵伊拉克，以及其可能帶來的油價暴漲、股市挫跌、消費
減少等衝擊，更不利短期國際經濟的走穩。
這種外在情勢的不利變化，勢必對支撐台灣經濟的出口造成可觀打擊，使短期景氣問
題更為嚴重。
9
台灣面臨嚴重的挑戰 ( 資料來源 : 工商時報 09/30/2002 社論) ( 續 )

管理学知识什么叫刺猬法则

管理学知识什么叫刺猬法则刺猬法则（Hedgehog Concept）是由美国管理学家吉姆·柯林斯（Jim Collins）在其著作《从优秀到卓越》（Good to Great）中提出的一种管理理论。

该概念最早由柯林斯在1979年访问斯坦福大学的教授，后来成为该书的一个重要概念。

刺猬法则借用了寓言故事中的一只狐狸和一只刺猬的角色，通过这个比喻来阐述企业如何找到其核心竞争优势并专注于这一优势的重要性。

这个比喻是指刺猬之所以成功，是因为它只有一个简单而强大的防御机制：卷起身体，使其刺朝外，以保护自己。

而狐狸则试图使用各种策略和战术来捕食刺猬，但最终都无法成功。

在企业管理中，刺猬法则强调了三个基本要素的重要性：1.公司热情的理解：这意味着公司应该明确知道它最擅长做什么，以及市场需要什么。

2.公司的核心竞争力：这是公司最出色的能力和资源，可以帮助它在竞争中脱颖而出。

3.经济引擎：这是公司在实现经济成功方面的有效方法和盈利模式。

刺猬法则认为，一个企业要实现卓越，必须在这三个要素之间找到一个重叠的区域。

“什么公司可以做得极好并赚钱？”这一问题的答案就是刺猬法则所强调的核心。

企业要通过专注于核心业务和竞争力，避免分散注意力，聚焦于最为重要和核心的领域。

刺猬法则的核心在于寻找企业的独特性，并专注于做好自己。

柯林斯认为，企业应该避免盲目追求增长和多样化，并将精力集中在核心业务上。

他认为，企业应该懂得说“不”，并要有明确的退出机制，摒弃那些无法成为核心竞争力的业务。

刺猬法则强调长期发展的重要性。

企业应该有清晰的愿景和战略规划，并持续不断地迭代和优化。

柯林斯的研究表明，“从优秀到卓越”的企业往往是经过多年甚至几十年的长期努力和改进才能取得成功的。

此外，刺猬法则还提供了企业如何适应变化和风险管理的指导。

当外部环境发生变化时，企业应该始终保持对核心竞争力的专注，同时根据需要作出相应的调整。

总之，刺猬法则是一种管理理论，通过比喻来阐述企业如何找到其核心竞争优势并专注于这一优势的重要性。

从优秀变成卓越英语作文

从优秀变成卓越英语作文From Good to Great。

In today's competitive world, being good is no longer enough. To truly succeed and stand out from the crowd, one must strive for greatness. The journey from good to great requires dedication, hard work, and a willingness to constantly improve oneself.The first step in moving from good to great is to set high standards for oneself. This means pushing oneself to go above and beyond what is expected and striving for excellence in everything one does. It also means being willing to step out of one's comfort zone and take on new challenges that will help to grow and develop one's skills.Another important aspect of moving from good to greatis the willingness to learn and grow. This means being open to feedback and constructive criticism, and using it as an opportunity to improve. It also means seeking out newopportunities for learning and development, whether through formal education, training programs, or simply by seeking out new experiences and challenges.In addition to setting high standards and being willing to learn and grow, moving from good to great also requires a strong work ethic and a willingness to put in the time and effort needed to achieve one's goals. This means being willing to work hard, even when it is difficult or challenging, and to persevere in the face of obstacles and setbacks.Finally, moving from good to great also requires a positive attitude and a belief in oneself. It is important to have confidence in one's abilities and to believe that one can achieve greatness. This belief in oneself will help to keep one motivated and focused on their goals, even when the going gets tough.In conclusion, moving from good to great is not easy, but it is achievable with dedication, hard work, and a willingness to constantly improve oneself. By setting highstandards, being willing to learn and grow, working hard, and maintaining a positive attitude, one can achieve greatness and stand out from the crowd. So let us all strive for greatness and make the journey from good to great.。

工作类书籍

工作类书籍工作类书籍是指那些关于职场生涯发展、领导力与管理、思维方式与工作方法论等方面的书籍。

这些书籍旨在帮助读者获得职业成功、提高工作效率以及培养职业素养。

下面是一些关于工作类书籍的相关参考内容。

1.《从优秀到卓越》（Good to Great）这本书由吉姆·柯林斯撰写，他通过对多个企业的研究，提出了“级联型领导力”、“三环定律”等概念，并探讨了卓越企业与普通企业之间的差异。

这本书帮助读者了解如何发展出色的领导力和管理能力，以促进企业的持续成长。

2.《工作大脑》（Your Brain at Work）这本书的作者是戴维·洛克，他是一位神经科学家和咨询师。

他在书中探索了大脑在工作过程中如何运作，并提出了一些提高工作效率的方法。

该书结合实例和科学研究，帮助读者理解如何优化思维方式和工作方法，以提高工作表现。

3.《聪明的投资者》（The Intelligent Investor）本书由本杰明·格雷厄姆撰写，是一本经典的投资理财书籍。

尽管不是专门关于工作的书籍，但它提供了一些关于投资的智慧，可以帮助读者在财务方面做出明智的决策，从而影响到个人的职业发展。

4.《乌合之众》（The Crowd: A Study of the Popular Mind）该书是由古斯塔夫·勒庞撰写的社会心理学经典之作，揭示了群体心理对个体思维和行为的影响。

在职场中，理解人与人之间的互动和集体心态对于有效沟通和协作至关重要。

5.《创新者的窘境》（The Innovator's Dilemma）克莱顿·克里斯坦森撰写了这本书，他研究了企业面临的创新难题。

他提出了“破坏性创新”的概念，探讨了企业在面对新技术和市场变革时应该做出的决策。

这本书对于拥抱变革、创新和发展职业具有重要启示。

6.《激励人心的领导力》（Leaders Eat Last）西蒙·西涅克撰写的这本书讲述了真正有影响力的领导者是如何建立信任、充满激情和激励团队成员的。