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.

THE 11 G2G COMPANIES WERE:

GOOD IS THE ENEMY OF GREAT

It is easier to do the basics for something good than to really work for something great.

This concept of being content with par keeps so much in our world from being great.

Most companies focus too much on what to do and ignore what not to do or what they should stop doing.

LEVEL 5 LEADERSHIP

•Very humble on a personal level

•Possesses a great deal of drive and desire to succeed, where “success” is not personal

•AVOID : Ego and Credit

•Thank others and luck

•Level 5 leaders infected with an incurable need to produce sustainable results

•Rather talk about the company than themselves

Began achieving sustained success by first getting the right people on the bus

Get the wrong people off the bus

Then, figured out where to drive it

Begin with “who” instead of “what, can more easily adapt to a changing world

If you have the right people on the bus, problem of motivation and people managing are diminished

FIRST WHO . . . THEN WHAT

If you have the wrong people, doesn’t matter whether you have the right direction, you still not have great company.

Well Fargo Case StudyDick Cooley began his talented management team prepare the wrenching change. efficient when the business is outperform 3 times against general stock market while others bank fell behind.

Leaders were rigorous, not ruthless in people decisions

There are three steps on how the companies can be rigorous:

• Don’t hire someone unless you’re 100% sure that they’re the right person. It’s better to wait and get someone that you know is a good fit

• Once you realize you need to fire someone, don’t put it off. Do it quickly and fairly

• Put the best people on the biggest opportunity not the problems

Lead with questions, not answers

Engage in dialogue and debate, not coercion

Conduct autopsies, without blame

Build red flag mechanisms where information cannot be ignored

Facts are better than dreams• Having lofty goals can be

good, but you can never lose sight of what the reality is on the ground.

• Case Study- Kroger’s decision to thrown all its resources into the task of converting its entire system to the superstore concept, they were remarkably on target.

Let the Truth be Heard

CONFRONT THE BRUTAL FACT

(YET NEVER LOSE FAITH)

HEDGEHOG CONCEPT(Simplicity within the Three Circles)

Ancient Greek parable:The fox knows many thingsThe hedgehog knows one

big thing

Foxes pursue many ends and see the world in all of its complexity.

Hedgehogs simplify the world into a basic principle, see what’s essential, and ignore the rest.

THREE CIRCLES OF HEDGEHOG CONCEPT

Walgreen case study: the best, most convenient drugstores, with high profit per customer visit.

Build a culture around the idea of freedom and responsibility, within a framework.

Fill that culture with self-disciplined people who are willing to go to extreme lengths to fulfill their responsibilities. They will “rinse their cottage cheese”

Adhere with great consistency to the Hedgehog Concept, exercising an almost religious focus on the intersection if the three circles.

Stop doing” lists are more important than “to do” lists

To create a culture of discipline, you must:

A CULTURE OF DISCIPLINE

Case Study: Abbott Laboratories

The good-to-great companies used

technology as an accelerator of momentum,

not a creator of it. None of the good-to-great

companies began their transformations with

pioneering technology, yet they all became

pioneers in the application of technology

once they grasped how it fit with their

strategies.

Case study:- Wells Fargo

TECHNOLOGY ACCELERATORS

The FLYWHEEL and the DOOM LOOP A flywheel is a heavy wheel that takes a lot of energy to set

in motion - to do so usually requires constant, steady work, rather than a quick acceleration. Great companies’ transformations were like this as well

The Doom loop is the vicious circle that unsuccessful companies fall into, First rushing in one direction, then another, in the hope of creating a sudden, sharp break with the past that will propel them to success.

Case studyNucorWarner-lambert