Finals_6 Flashcards
(22 cards)
These companies focused on what not to do and what to
stop doing and did not rely on technology for
transformation.
GOOD TO GREAT
COMPANIES
This is about getting things done, no matter how difficult
or painful, for the long-term success of the organization.
LEADERSHIP
They make productive contributions through talent,
knowledge, skills and good work habits.
HIGHLY CAPABLE
PEOPLE
They contribute to the achievement of group objectives
and works effectively in a group setting.
CONTRIBUTING
LEADER
They organize people and resources toward effective and
efficient pursuit of objectives.
COMPETENT
MANAGER
They catalyze commitment to vigorous pursuit of clear
and compelling vision; with high performance standards.
EFFECTIVE LEADER
They build enduring greatness through combination of
humility and professional will.
EXECUTIVE
Leaders that are extremely modest when talking to
others, do not talk about themselves and would rather
talk about the organization.
LEVEL FIVE LEADERS
2 MAIN COMPONENTS
OF LEVEL 5 LEADERS
Personal Humility and Professional Will
A new store opened by A&P to experiment with new
methods and models and learn what customers wanted.
GOLDEN KEY
The grocery chain who beat A&P, eliminated, changed,
and replaced every single store that did not fit the new
reality. Became #1 grocery chain in 1999.
KROGER
Retain absolute faith that you can and 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.
STOCKDALE PARADOX
A concept most effective for good to great companies
that highlights the understanding of what you can be the
best at. The only path to greatness is focusing on what
you can potentially do better than any other
organization.
HEDGEHOG CONCEPT
The term coined by Jim Collins for technology in good-
to-great companies.
ACCELERATOR OF
MOMENTUM
The metaphor used in good-to-great companies that
illustrates the difficulty of beginning the process and the
ease of sustaining it once it gained momentum.
THE FLYWHEEL
METAPHOR
A cycle of failure caused by constantly changing
direction, chasing quick fixed, and lacking a clear,
disciplined strategy.
THE DOOM LOOP
A part of doom loop referring to companies making
drastic, short-term changes without clear strategy.
REACTIONARY AND
INCONSISTENT
DECISIONS
A part of doom loop referring to frequently shifting of
directions of companies instead of building on success.
NO FLYWHEEL
MOMENTUM
A part of doom loop referring to leaders chasing fads or
quick fixed rather than disciplined approach.
UNCLEAR VISION AND
STRATEGY
A part of doom loop referring to employees and
stakeholders losing trust due to frequent shifts.
LOSS OF CONFIDENCE
A part of doom loop referring to the lack of sustained
effort leading to mediocrity or decline.
FAILURE TO ACHIEVE
GREATNESS
This requires steady, strategic actions over time to
achieve it.
GREATNESS
