Tuesday, March 22, 2011

Good to Great | Jim Collins' Book | Chapter Summaries from Wiki Summaries

I have attached the summaries from Wiki Summaries for your info. For the full article, please go here: http://www.wikisummaries.org/Good_to_Great:_Why_Some_Companies_Make_the_Leap..._and_Others_Don't

The reason I have these summaries here is that for all intents and purposes even though some of the companies that are listed here have their issues, the truth is that they largely have proven the theory true even if today they do not exist as totally great companies. In my mind that gives even more credence to the need for the thinking behind the book "Built to Last."

So, with that said, read these summaries, be stirred and do NOT be surprised as we confront brutal realities around us, review the metrics and the results of all we do and with great courage di into ways to approach everything we do with greatness.

For the Tapestry guys out there, if you have not gotten the book yet, I have a copy and can make sure you can get the CD's if you wish to listen to it. Just let me know and you can borrow mine!

Alright, hope this inspires!
dh

Excerpt from Wiki Summaries Below:

Chapter 1: Good is the Enemy of Great
The first chapter of the book lays out the criteria that Collins and his research team used in selecting the companies that served as the basis of the meta-analysis that provided the findings set forth in the book. The most important factor in the selection process was a period of growth and sustained success that far outpaced the market or industry average. Based on the stated criteria, the companies that were selected for inclusion were Abbott, Fannie Mae, Circuit City, Gillette, Kimberly-Clark, Kroger, Nucor, Philip Morris, Pitney Bowes,Walgreens, and Wells Fargo.
Collins also offers a few of the most significant findings gleaned from the study. Of particular note are the many indications that factors such as CEO compensation, technology, mergers and acquisitions, and change management initiatives played relatively minor roles in fostering the Good to Great process. Instead, Collins found that successes in three main areas, which he terms disciplined people, disciplined thought, and disciplined action, were likely the most significant factors in determining a company's ability to achieve greatness.

Chapter 2: Level 5 Leadership
In this chapter, Collins begins the process of identifying and further explicating the unique factors and variables that differentiate good and great companies. One of the most significant differences, he asserts, is the quality and nature of leadership in the firm. Collins goes on to identify "Level 5 leadership" as a common characteristic of the great companies assessed in the study. This type of leadership forms the top level of a 5-level hierarchy that ranges from merely competent supervision to strategic executive decision-making.
By further studying the behaviors and attitudes of so-called Level 5 leaders, Collins found that many of those classified in this group displayed an unusual mix of intense determination and profound humility. These leaders often have a long-term personal sense of investment in the company and its success, often cultivated through a career-spanning climb up the company's ranks. The personal ego and individual financial gain are not as important as the long-term benefit of the team and the company to true Level 5 leaders. As such, Collins asserts that the much-touted trend of bringing in a celebrity CEO to turn around a flailing firm is usually not conducive to fostering the transition from Good to Great.

Chapter 3: First Who, Then What
The next factor that Collins identifies as part of the Good to Great process is the nature of the leadership team. Specifically, Collins advances the concept that the process of securing high-quality, high-talent individuals with Level 5 leadership abilities must be undertaken before an overarching strategy can be developed. With the right people in the right positions, Collins contends that many of the management problems that plague companies and sap valuable resources will automatically dissipate. As such, he argues, firms seeking to make the Good to Great transition may find it worthwhile to expend extra energy and time on personnel searches and decision-making.
Collins also underscores the importance of maintaining rigorousness in all personnel decisions. He recommends moving potentially failing employees and managers to new positions, but not hesitating to remove personnel who are not actively contributing. He also recommends that hiring should be delayed until an absolutely suitable candidate has been identified. Hewing to both of these guidelines, Collins claims, will likely save time, effort, and resources in the long-term.

Chapter 4: Confront the Brutal Facts (Yet Never Lose Faith)
Another key element of some companies' unique ability to make the transition from Good to Great is the willingness to identify and assess defining facts in the company and in the larger business environment. In today's market, trends in consumer preferences are constantly changing, and the inability to keep apace with these changes often results in company failure. Using the example of an extended comparative analysis of Kroger and A & P, Collins observes that Kroger recognized the trend towards modernization in the grocery industry and adjusted its business model accordingly, although doing so required a complete transformation of the company and its stores. A & P, on the other hand, resisted large-scale change, and thus guaranteed its own demise.
Collins outlines a four-step process to promote awareness of emerging trends and potential problems: 1) Lead with questions, not answers; 2) Engage in dialogue and debate, not coercion; 3) Conduct autopsies without blame; and 4) Build red flag mechanisms that turn information into information that cannot be ignored.

Chapter 5: The Hedgehog Concept (Simplicity Within the Three Circles)
In this chapter, Collins uses the metaphor of the hedgehog to illustrate the seemingly contradictory principle that simplicity can sometimes lead to greatness. When confronted by predators, the hedgehog's simple but surprisingly effective response is to roll up into a ball. While other predators, such as the fox, may be impressively clever, few can devise a strategy that is effective enough to overcome the hedgehog's simple, repetitive response.
Similarly, Collins asserts, the way to make the transformation from Good to Great is often not doing many things well, but instead, doing one thing better than anyone else in the world. It may take time to identify the single function that will be a particular firm's "hedgehog concept," but those who do successfully identify it are often rewarded with singular success. In order to help expedite this process, Collins suggests using the following three criteria: 1) Determine what you can be best in the world at and what you cannot be best in the world at; 2) Determine what drives your economic engine; and 3) Determine what you are deeply passionate about.

Chapter 6: A Culture of Discipline
Another defining characteristic of the companies that Collins defined as great in his study was an overarching organizational culture of discipline. He is quick to point out that a culture of discipline is not to be confused with a strict authoritarian environment; instead, Collins is referring to an organization in which each manager and staff member is driven by an unrelenting inner sense of determination. In this type of organization, each individual functions as an entrepreneur, with a deeply rooted personal investment in both their own work and the company's success.
Although this discipline will manifest itself in a high standard of quality in the work that is produced by managers and employees alike, its most significant outcome will be an almost fanatical devotion to the objectives outlined in the "hedgehog concept" exercises. Disciplined workers will be better equipped to hew to these goals with a single-minded intensity that, according to Collins, will foster the transformation from merely Good to Great. In addition, the author asserts, it is important that within this overarching culture of discipline, every team member is afforded the degree of personal empowerment and latitude that is necessary to ensure that they will be able to go to unheard-of extremes to bring the firm's envisioned objectives into existence.


Chapter 7: Technology Accelerators
Today, many businesses have come to depend upon technology to increase efficiency, reduce overhead, and maximize competitive advantage. However, Collins cautions that technology should not be regarded as a potential panacea for all that ails a company. The folly of this kind of thinking was revealed in the aftermath of the crash of the tech bubble in the early 2000s. The market correction threw into sharp relief the differences between sustainable uses of the Internet to extend established businesses and ill-planned, unviable online start-ups.
Collins contends that the good-to-great companies approach the prospect of new and emerging technologies with the same prudence and careful deliberation that characterizes all of their other business decisions. Further, these companies tend to apply technology in a manner that is reflective of their "hedgehog concepts" -- typically by selecting and focusing solely upon the development of a few technologies that are fundamentally compatible with their established strengths and objectives. Collins characterizes the ideal approach to technology with the following cycle: "Pause -- Think -- Crawl -- Walk -- Run."

Chapter 8: The Flywheel and the Doom Loop
In this chapter, Collins describes two cycles that demonstrate the way that business decisions tend to accumulate incrementally in either an advantageous or a disadvantageous manner. Both, the author emphasizes, accrue over time. Despite the popular misperception that business success or failure often occurs suddenly, Collins asserts that it more typically occurs over the course of years, and that both only transpire after sufficient positive or negative momentum has been accrued.
Collins describes the advantageous business cycle that, in some cases, can foster the transition from Good to Great as "the flywheel effect." By making decisions and taking actions that reinforce and affirm the company's "hedgehog" competencies, executives initiate positive momentum. This, in turn, results in the accumulation of tangible positive outcomes, which serve to energize and earn the investment and loyalty of the staff. This revitalization of the team serves to further build momentum. If the cycle continues to repeat in this manner, the transition from Good to Great is likely to transpire. In contrast, the doom loop is characterized by reactive decision-making, an overextension into too many diverse areas of concentration, following short-lived trends, frequent changes in leadership and personnel, loss of morale, and disappointing results.

Chapter 9: From Good to Great to Built to Last
In the concluding chapter of Good to Great, Collins makes a connection between this book and his previous work, Built to Last, which represented the findings of a six-year study into the factors that determined whether a new company would survive in the long-term. First and foremost, Collins contends that companies need a set of core values in order to achieve the kind of long-term, sustainable success that may lead to greatness. Companies need to exist for a higher purpose than mere profit generation in order to transcend the category of merely good. According to Collins, this purpose does not have to be specific -- even if the shared values that compel the company toward success are as open-ended as being the best at what they do and achieving excellence consistently, that may be sufficient as long as the team members are equally dedicated to the same set of values.
Although many of the conclusions of both of the books overlap, Collins notes that Good to Great should not be seen as the follow-up to Built to Last, which focuses on sustaining success in the long-term. Instead, Good to Great actually functions as the prequel to Built to Last. First, a company should focus on developing the foundation that is necessary to work toward greatness. Then, they can begin to apply the principles of longevity that are set forth in Built to Last.

The Secret of the Burning Heart | Oswald Chambers

Did not our heart burn within us . . . ? -Luke 24:32

We need to learn this secret of the burning heart. Suddenly Jesus appears to us, fires are set ablaze, and we are given wonderful visions; but then we must learn to maintain the secret of the burning heart- a heart that can go through anything. It is the simple, dreary day, with its commonplace duties and people, that smothers the burning heart- unless we have learned the secret of abiding in Jesus.

Much of the distress we experience as Christians comes not as the result of sin, but because we are ignorant of the laws of our own nature. For instance, the only test we should use to determine whether or not to allow a particular emotion to run its course in our lives is to examine what the final outcome of that emotion will be. Think it through to its logical conclusion, and if the outcome is something that God would condemn, put a stop to it immediately. But if it is an emotion that has been kindled by the Spirit of God and you don't allow it to have its way in your life, it will cause a reaction on a lower level than God intended. That is the way unrealistic and overly emotional people are made. And the higher the emotion, the deeper the level of corruption, if it is not exercised on its intended level. If the Spirit of God has stirred you, make as many of your decisions as possible irrevocable, and let the consequences be what they will. We cannot stay forever on the "mount of transfiguration," basking in the light of our mountaintop experience (see Mark 9:1-9). But we must obey the light we received there; we must put it into action. When God gives us a vision, we must transact business with Him at that point, no matter what the cost.

We cannot kindle when we will The fire which in the heart resides, The spirit bloweth and is still, In mystery our soul abides; But tasks in hours of insight willed Can be through hours of gloom fulfilled.

Thursday, March 17, 2011

God's Measure for Forgiveness | Blackaby.org

God's Measure for Forgiveness

"For if you forgive men their trespasses, your heavenly Father will also forgive you. But if you do not forgive men their trespasses, neither will your Father forgive your trespasses." Matthew 6:14-15

Perhaps you consider yourself a forgiving person, but you are now facing someone whom you cannot forgive. Whenever you struggle to forgive, you need to revisit what you were like when God first forgave you. Ephesians 2 indicates you were a "foreigner" and a "child of wrath." Yet God forgave your most grievous sin and rebellion against Him. While you were still rejecting God, Christ died for you (Rom. 5:8). This being so, how can you refuse to forgive those who sin against you? Forgiveness is not a spiritual gift, a skill, or an inherited trait. Forgiveness is a choice. Jesus looked down on those who had ruthlessly and mockingly nailed Him to a cross, yet He cried out: "Father, forgive them, for they do not know what they do" (Luke 23:34). How, then, can we refuse to forgive those who have committed offenses against us?

Jesus said that the measure in which we are forgiving is the same standard God will use in forgiving us. God's ways are very different from ours. God's forgiveness is not based on standards we determine, but on the standards He established in His Word. God allows for no exceptions when it comes to forgiveness.

As we truly understand God's gracious forgiveness in our lives, we will naturally want to express this same forgiveness to others (Eph. 4:32; Col. 3:13). Before you ask God for His forgiveness, take a moment to examine the condition of your relationships. Would you want God to forgive you in the same way you are presently forgiving others?

Friday, March 11, 2011

Obedience to the Vision | Oswald Chambers

I was not disobedient to the heavenly vision -Acts 26:19

If we lose "the heavenly vision" God has given us, we alone are responsible- not God. We lose the vision because of our own lack of spiritual growth. If we do not apply our beliefs about God to the issues of everyday life, the vision God has given us will never be fulfilled. The only way to be obedient to "the heavenly vision" is to give our utmost for His highest- our best for His glory. This can be accomplished only when we make a determination to continually remember God's vision. But the acid test is obedience to the vision in the details of our everyday life- sixty seconds out of every minute, and sixty minutes out of every hour, not just during times of personal prayer or public meetings.

"Though it tarries, wait for it . . ." (Habakkuk 2:3). We cannot bring the vision to fulfillment through our own efforts, but must live under its inspiration until it fulfills itself. We try to be so practical that we forget the vision. At the very beginning we saw the vision but did not wait for it. We rushed off to do our practical work, and once the vision was fulfilled we could no longer even see it. Waiting for a vision that "tarries" is the true test of our faithfulness to God. It is at the risk of our own soul's welfare that we get caught up in practical busy-work, only to miss the fulfillment of the vision.

Watch for the storms of God. The only way God plants His saints is through the whirlwind of His storms. Will you be proven to be an empty pod with no seed inside? That will depend on whether or not you are actually living in the light of the vision you have seen. Let God send you out through His storm, and don't go until He does. If you select your own spot to be planted, you will prove yourself to be an unproductive, empty pod. However, if you allow God to plant you, you will "bear much fruit" (John 15:8).

It is essential that we live and "walk in the light" of God's vision for us (1 John 1:7).