Good to Great

Good to Great - Why Some Companies Make the Leap...And Others Don't - A Comprehensive Summary

Chapter 1: Good is the Enemy of Great

The key factors that decide whether a company can transform from good to great are eight-fold. Each factor is given a chapter in the book, and thus, this Good to Great summary will cover the following points in detail:
Level five leadership: Surprisingly, the leaders of good-to-great organizations tend to be introverted and reserved rather than big-personality entrepreneurial celebrities.
First who…then what: Good-to-great companies first get the right people on board before working out the vision of their company.
Confront the brutal facts but don’t lose faith: A good-to-great company must hold tight to the belief that it can and will prevail against all odds, while also accepting the (often brutal) facts about the company’s current reality.
The Hedgehog Concept: To go from good to great means that the comfort of complacency must be overcome.
A culture of discipline: When the workforce is disciplined, hierarchy becomes irrelevant. When there is disciplined thought, bureaucracy is decreased. When there is disciplined control, there is no need for excessive controls. Therefore, when a culture of discipline combines with an entrepreneurial endeavor, great performance is achieved.
Technology accelerators: Good-to-great companies never use technology as the primary means of integrating change into their processes. However, how they choose to use and select technology is what sets them apart from their comparison companies.


To be continued...


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