Good to Great

Information for this page was gleaned from: Collins, J. (2001). Good to Great. New York, NY: HarperCollins Publishers & Collins, J. (2005). "Good To Great and the Social Sectors". New York, NY: HarperCollins Publishers.

Good to Great Framework

Jim Collins begins his explanation of the "Good to Great" framework by observing that:

Good is the enemy of great. We don't have great schools, principally because we have good schols. We don't have great government, principally because we have good government. Few people attain great lives, in large part because it is just so easy to settle for a good life. The vast majority of companies never become great, precisely because the vast majority become good — and that is their main problem.

Collins conducted a large research study to examine the underlying variables that cause good companies to become great companies. His findings are presented in a framework, which can be applied equally to the business world or the social sector. The research shows that building a great organization proceeds in four basic stages and that each stage consistes of two fundemental principals

Stage 1: Disciplined People

Level 5 Leadership: Level 5 leaders are ambitious first and foremost for the cause, the organization, the work - not themselves - and they have the fierce resolve to do whatever it takes to make good on that ambition. A Level 5 leaders displays a paradoxical blend of personal humility and professional will.

First Who...Then What: Those who build great organizations make sure they have the right people on the bus, the wrong people off the bus, and the right people in the key seats before they figure out how to drive the bus. They always think first about "who" and then about "what".

Stage 2: Disciplined Thought

Confront the Brutal Facts - The Stockdale Paradox: Retain unwavering faith that you can and will prevail in the end, regardless of the dificulties, and at the same time have the discipline to confront the most brutal facts of your current reality, whatever they might be.

The Hedgehog Concept: Greatness comes about by a series of good decisions consistent with a simple, coherent concept - a Hedgehog Concept. The Hedgehog Concept is an operating model that reflects understanding of three intersecting circuls: what you can be best in the world at, what you are deeply passionate about, and what best drives your economic or resource engine.

Stage 3: Disciplined Action

Culture of Discipline: Disciplined people who engage in disciplined thought and who take disciplined action - operating with freedom within a framework of responsibilities - this is the cornerstone of a culture that creates greatness. In a culutre of discipline, people do not have jobs; they have responsibilities.

The Flywheel: In building greatness, there is no single defining action, no grade program, no one killer innovation, no solitary lucky break, no miracle moment. Rather, the process resembles relentlessly pushing a giant, heavy flywheel in one direction, turn upon turn, building momentum until a point of breakthrough, and beyond.

Stage 4: Building Greatness to Last

Clock Building, Not Time Telling: Truly great organizations prosper through multiple generations of leaders, the exact opposite of bing built around a single great leaders, great idea or specific program. Leaders in great organizations build catalytic mechnaisms to stimulate progress, and do not depend upon having a charismatic personality to get things done; indeed many had a "charisma bypass".

Preserve the Core and Stimulate Progress: Enduring great organizations are characterized by a fundamental duality. On the one hand, they have a set of timeless core values and a core reason for being that remain constant over long periods of time. On the other hand, they have a relentless drive for change and progress - a creative compulsion that often mainifests in BHAGs (Big Hairy Audacious Goals). Great organizations keep clear the difference betewen their core values (which never change) and operating strategies and cultural practices (which endlessly adapt to a changing world).

Good to Great Resources

Click the links below to access documents that Sweet Home administrators have used to build understanding around the concepts presented in Good to Great.

Key Connecting Ideas - ''Good to Great'

At first glance, Collins book appears to be about business