Book Summary: Good To GreatWritten by Regine P. Azurin
Book Summary: Good to GreatThis article is based on following book: Good to Great "Why Some Companies Make Leap... and Others Don’t" Jim Collins, co-author of ‘Built to Last’ Random House Business Books, London 300 pages Explore what goes into a company’s transformation from mediocre to excellent. Based on hard evidence and volumes of data, book author (Jim Collins) and his team uncover timeless principles on how good-to-great companies like Abbott, Circuit City, Fannie Mae, Gillette, Kimberly-Clark, Kroger, Nucor, Philip Morris, Pitney Bowes, Walgreens, and Wells Fargo produced sustained great results and achieved enduring greatness, evolving into companies that were indeed ‘Built to Last’. The Collins team selected 2 sets of comparison companies: a. Direct comparisons – Companies in same industry with same resources and opportunities as good-to-great group but showed no leap in performance, which were: Upjohn, Silo, Great Western, Warner-Lambert, Scott Paper, A&P, Bethlehem Steel, RJ Reynolds, Addressograph, Eckerd, and Bank of America. b. Unsustained comparisons – Companies that made a short-term shift from good to great but failed to maintain trajectory, namely: Burroughs, Chrysler, Harris, Hasbro, Rubbermaid, and Teledyne Wisdom In A Nutshell: a. Ten out of eleven good-to-great company leaders or CEOs came from inside. They were not outsiders hired in to ‘save’ company. They were either people who worked many years at company or were members of family that owned company. b. Strategy per se did not separate good to great companies from comparison groups. c. Good-to-great companies focus on what Not to do and what they should stop doing. d. Technology has nothing to do with transformation from good to great. It may help accelerate it but is not cause of it. e. Mergers and acquisitions do not cause a transformation from good to great. f. Good-to-great companies paid little attention to managing change or motivating people. Under right conditions, these problems naturally go away. g. Good-to-great transformations did not need any new name, tagline, or launch program. The leap was in performance results, not a revolutionary process. h. Greatness is not a function of circumstance; it is clearly a matter of conscious choice. i. 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 Competent Manager, Level 4 is an Effective Leader, and Level 5 is Executive who builds enduring greatness through a paradoxical blend of personal humility and professional will. j. Level 5 leaders display a compelling modesty, are self-effacing and understated. In contrast, two thirds of comparison companies had leaders with gargantuan personal egos that contributed to demise or continued mediocrity of company. k. Level 5 leaders are fanatically driven, infected with an incurable need to
| | "The Lazy Way To Build A Responsive Opt-In Email List"Written by Adam Kling
If you're in business on Internet to make a profit, then you're probably aware of how significant a list of prospects is to your success.But what if you don't want to spend countless hours each and every week promoting, writing and managing a continuous email publication? Well, here's a relatively-unused strategy you can apply to nurture a list of prospects who not only trust you, but are also eager for more of your expertise. And that's *without* facing daunting task of writing a newsletter issue every week, draining valuable hours of your business day "What is it?", you ask... It's simple! You use an autoresponder to store a pre-written newsletter publication. You can then let autoresponder send out pre-written issues to every one of your subscribers every week like clockwork. "But Doesn't This Result in Far More Work?" At first, yes, it may seem like a lot of work. But secret is using your time *wisely*. Sure, you can write an issue each week... but when time permits, you could set up 3 issues all at once, thus not needing to write anything for next three weeks (assuming you set each issue to go out weekly).
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