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If they didn’t want to go, fine; just say so. It takes a lot of work, but at last the flywheel makes a second rotation. It took years to gain enough momentum for the press to herald Kimberly-Clark’s shift from good to great.
There’re not striving to be the best in the industry.
Good to Great Built to Last Great by Choice Good to Great and the Social Sectors How the Mighty Fall Beyond Entrepreneurship. And third, if you have the wrong people on the bus, nothing else matters.
At least not with one big change program.Instead, you put your shoulder to the flywheel. Then there is a breakthrough and the momentum is almost self-fulfilling. Not only that, he never doubted that he would turn the experience into one of the defining experiences of his life.
How often have you heard the phrase, “Good enough for government work” thrown around the department?
They were replaced by some of the best, smartest, and hardest-working executives in the world of finance.With the right people on the bus, in the right seats, Maxwell then turned his full attention to the “what” question. He even sold the mill in Kimberly, Wisconsin. Each time they switch idea momentum is lost.These companies completely stop trying to create momentum.
Whatever the year of transition, the company had to be a significant, ongoing, stand-alone company.6. We have achieved a Good to Great Flywheel Effect. Instead of turning the flywheel, they’ve fallen into a Doom Loop: Disappointing results lead to reaction without understanding, which leads to a new direction — a new leader, a new program — which leads to no momentum, which leads to disappointing results. It’s the same in our lives. Instead, they launch change programs with huge fanfare, hoping to “enlist the troops.” They start down one path, only to change direction.
I want you to realize that nearly all operating prescriptions for creating large-scale corporate change are nothing but myths.The Myth of the Change Program: This approach comes with the launch event, the tag line, and the cascading activities.The Myth of the Burning Platform: This one says that change starts only when there’s a crisis that persuades “unmotivated” employees to accept the need for change.The Myth of Stock Options: Stock options, high salaries, and bonuses are incentives that grease the wheels of change.The Myth of Fear-Driven Change: The fear of being left behind, the fear of watching others win, the fear of presiding over monumental failure — all are drivers of change, we’re told.The Myth of Acquisitions: You can buy your way to growth, so it figures that you can buy your way to greatness.The Myth of Technology-Driven Change: The breakthrough that you’re looking for can be achieved by using technology to leapfrog the competition.The Myth of Revolution: Big change has to be wrenching, extreme, painful — one big, discontinuous, shattering break.Wrong. The only way to determine that answer is to look at your department’s mission statement, goals, strategic plan, performance evaluation process, etc. Those that don’t support the Hedgehog Concept get less funding or are scrapped.A key takeaway from this chapter is that discipline on its own is pointless. It took Jim Collins and his team of researchers 5 years to come up with the answers: 11 companies made the leap from good to great and then sustained those results for at least 15 years.
With each turn of the Doom Loop, the company spiraled further downward, until it was swallowed by Pfizer in 2000.In contrast, why does the Flywheel Effect work? Many companies don’t even try to be great. They are tasked with finding the Hedgehog Concept. This is very different from setting your goals from the desire to grow, for example.It takes time to develop your Hedgehog Concept.
Instead, you start by getting the right people into the organization and the wrong people out.Getting the right people takes precedence over strategy, over vision, over almost everything. Start by confronting the brutal facts.
. After two or three days of sustained effort, you get the flywheel to complete one entire turn. It had to have been in business for at least 25 years prior to its transition, and it had to have been publicly traded with stock-return data available for at least 10 years prior to its transition.4. Great vision with mediocre people still produces mediocre results.Picture two animals: a fox and a hedgehog.
Stockdale was a prisoner of war for over seven years during which time he was tortured many times.When asked how he handled the uncertainty of his outcome he said essentially that he never doubted that he would survive. Finally, when it came to passion, members of the Wells Fargo team all agreed: The mindless waste and self-awarded perks of traditional banking culture were revolting. The book is about being great, not merely good. Walgreens began to climb. The remaining concepts only make sense if you have your Hedgehog Concept in place. And eventually, they gave up and died demoralized and of a broken heart.So, as you can see the Stockdale Paradox is a philosophy of duality.
This monograph is a response to questions raised by readers in the social sector. But, if someone came to you and enquired as to what was the one big push that made your flywheel spin so fast what would you say?
If they didn’t want to go, fine; just say so. It takes a lot of work, but at last the flywheel makes a second rotation. It took years to gain enough momentum for the press to herald Kimberly-Clark’s shift from good to great.
There’re not striving to be the best in the industry.
Good to Great Built to Last Great by Choice Good to Great and the Social Sectors How the Mighty Fall Beyond Entrepreneurship. And third, if you have the wrong people on the bus, nothing else matters.
At least not with one big change program.Instead, you put your shoulder to the flywheel. Then there is a breakthrough and the momentum is almost self-fulfilling. Not only that, he never doubted that he would turn the experience into one of the defining experiences of his life.
How often have you heard the phrase, “Good enough for government work” thrown around the department?
They were replaced by some of the best, smartest, and hardest-working executives in the world of finance.With the right people on the bus, in the right seats, Maxwell then turned his full attention to the “what” question. He even sold the mill in Kimberly, Wisconsin. Each time they switch idea momentum is lost.These companies completely stop trying to create momentum.
Whatever the year of transition, the company had to be a significant, ongoing, stand-alone company.6. We have achieved a Good to Great Flywheel Effect. Instead of turning the flywheel, they’ve fallen into a Doom Loop: Disappointing results lead to reaction without understanding, which leads to a new direction — a new leader, a new program — which leads to no momentum, which leads to disappointing results. It’s the same in our lives. Instead, they launch change programs with huge fanfare, hoping to “enlist the troops.” They start down one path, only to change direction.
I want you to realize that nearly all operating prescriptions for creating large-scale corporate change are nothing but myths.The Myth of the Change Program: This approach comes with the launch event, the tag line, and the cascading activities.The Myth of the Burning Platform: This one says that change starts only when there’s a crisis that persuades “unmotivated” employees to accept the need for change.The Myth of Stock Options: Stock options, high salaries, and bonuses are incentives that grease the wheels of change.The Myth of Fear-Driven Change: The fear of being left behind, the fear of watching others win, the fear of presiding over monumental failure — all are drivers of change, we’re told.The Myth of Acquisitions: You can buy your way to growth, so it figures that you can buy your way to greatness.The Myth of Technology-Driven Change: The breakthrough that you’re looking for can be achieved by using technology to leapfrog the competition.The Myth of Revolution: Big change has to be wrenching, extreme, painful — one big, discontinuous, shattering break.Wrong. The only way to determine that answer is to look at your department’s mission statement, goals, strategic plan, performance evaluation process, etc. Those that don’t support the Hedgehog Concept get less funding or are scrapped.A key takeaway from this chapter is that discipline on its own is pointless. It took Jim Collins and his team of researchers 5 years to come up with the answers: 11 companies made the leap from good to great and then sustained those results for at least 15 years.
With each turn of the Doom Loop, the company spiraled further downward, until it was swallowed by Pfizer in 2000.In contrast, why does the Flywheel Effect work? Many companies don’t even try to be great. They are tasked with finding the Hedgehog Concept. This is very different from setting your goals from the desire to grow, for example.It takes time to develop your Hedgehog Concept.
Instead, you start by getting the right people into the organization and the wrong people out.Getting the right people takes precedence over strategy, over vision, over almost everything. Start by confronting the brutal facts.
. After two or three days of sustained effort, you get the flywheel to complete one entire turn. It had to have been in business for at least 25 years prior to its transition, and it had to have been publicly traded with stock-return data available for at least 10 years prior to its transition.4. Great vision with mediocre people still produces mediocre results.Picture two animals: a fox and a hedgehog.
Stockdale was a prisoner of war for over seven years during which time he was tortured many times.When asked how he handled the uncertainty of his outcome he said essentially that he never doubted that he would survive. Finally, when it came to passion, members of the Wells Fargo team all agreed: The mindless waste and self-awarded perks of traditional banking culture were revolting. The book is about being great, not merely good. Walgreens began to climb. The remaining concepts only make sense if you have your Hedgehog Concept in place. And eventually, they gave up and died demoralized and of a broken heart.So, as you can see the Stockdale Paradox is a philosophy of duality.
This monograph is a response to questions raised by readers in the social sector. But, if someone came to you and enquired as to what was the one big push that made your flywheel spin so fast what would you say?