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Book Review Good-To-Great: Presented By: Norhasliza Ibrahim Sitynoryasmin Ahmad Khairuddin Azlida
Book Review Good-To-Great: Presented By: Norhasliza Ibrahim Sitynoryasmin Ahmad Khairuddin Azlida
GOOD-TO-GREAT
PRESENTED BY:
Norhasliza Ibrahim
Sitynoryasmin Ahmad Khairuddin
Azlida
INTRODUCTION
Author:
James C. Collins
Language:
English
Publisher:
William Collins
320
Chapter:
9 chapters include:
HISTORY OF AUTHOR
James C. "Jim" Collins, III (born 1958,
Boulder, Colorado) is an American business
consultant, author, and lecturer on the subject
of company sustainability and growth.
Jim Collins frequently contributes to Harvard
Business Review, Business Week, Fortune
and other magazines, journals, etc.
He is also the author of several books: How
the Mighty Fall: And Why Some Companies
Never Give In, Built to Last: Successful Habits
of Visionary Companies, and Good to Great.
James C. Collins
Books
1994: Built to Last by James C. Collins and
Jerry I. Porras (Paperback, Hardcover,
CD)
1995: Beyond Entrepreneurship: Turning Your
Business into an Enduring Great
Company by James C. Collins and
William
C. Lazier (Paperback & Hardcover)
2001: Good to Great: Why Some Companies
Make the Leap And Others Dont by
James C. Collins (Paperback, Hardcover,
CD).
2005: Good to Great and the Social Sectors by
James C. Collins (Paperback)
2009: How the Mighty Fall: And Why Some
Companies Never Give In by James C.
Collins
CHAPTER 1: GOOD IS
THE ENEMY OF GREAT
Phase 3
Inside The black Box
Collected publish material / interview
Coded according to strategy, technology and leadership
Analyzed and be debated to further drawing the
potential conclusion of the involving company
and the teams are welcome to raise their
voices on any comment
Phase 4
Chaos to Concept
Level 5 Leadership
Findings
Based on the study, the research team found
that
Larger than life: Most of the inner celebrity
shows the positive correlation with taking good
to good. Its proved whereby 10 out of 11 good
to great s leader are from inside
There is no linking between
executive
compensation and the process of going good
to great
Both good to great
and comparison
companies has their range of strategic
planning
Most of the good to great company focus on
what they should stop instead of what they
should do
Technology were not cause the transformation
in the good to great company
LESSON LEARNT
The author has taken the good move on this
research,
it tremendously give us the
information and facts that we never expect:
The company that success on the
transformation has the level 5 leadership. The
transition process may create the leaders level
5. Nowadays, the organization should take
serious action on the talent management
practices since it were proven the leadership is
came from the inner organization. The huge
investment to launch the transformation never
worth for the value, this is because it has never
happened in one slope. Small company in
terrible industry also has a chances to success
in their transformation.
CHAPTER 2: LEVEL
LEADERSHIP
CHAPTER 4
CHAPTER 5
THE HEDGEHONG CONCEPT
(SIMPLICITY WITHIN THE THREE
CIRCLES)
THE
Autopsies and analysis
Guided by the three circles COUNCIL
Dialogue and
Guided
debate
by the
, three circles
Executive Decisions
6.
7.
8.
9.
10.
CHAPTER 6
A CULTURE OF DISCIPLINE
Hierarchical
Organization
Great
Organization
Culture of
Discipline
Bureaucratic
Organization
Start-up
Organization
Low
Low
Ethic of
Entrepreneurship
High
LESSON LEARN
The company use both Good to Great and Built to Last
to understand why they great, so, they can keep doing
the right thing. For example, if you feel you right or
failure, so better is to be successful without being
resolutely clear about why are successful.( Robert
Burgelmen)- Prof. from Stanford Business School.
To create and find the value from Good to Great and
will commit to applying what we learn to whatever we do
for our company, social sector work and your own life.
The Good to Great performance pattern must be a
company shift, not an industry event. In other word.
The company must demonstrate the pattern not only
relative to the market, but also relative to its industry.