Good to Great by Jim Collins- A simple synopsis
This was written by the same author who had co authored Built to last. The attempt here is to identify Companies which were average performers for quite sometime , turning around and being consistently successful over the next 15 years. The author looks at the factors which have contributed to that . Very well researched book. In fact as per the author, research was done over a period of 5 years. The author and his team of researchers have confined themselves to publicly traded companies in USA. This was, in his own words due to reasons of comparability and ease of availabilit data for research They had put some serious filters in terms of the number of years the Company should have been an average performer and a certain point of turnaround and continuous great performanace over the next 15 years. To put in perspective they have benchmarked with the market , neutralised the Industry specific factots and made comparisons with Companies of the same vintage and size to bring out the qualitative variations which contributed to the quantitavie variations in the long run
The cut off for the book one understands was 1996 and the research went on till 2000 when the book was published.
The Companies which make the cut are as followsAbbott
Circuit City
Fannie Mae
Gillette
Kimberly Clark
Kroger
Nucor
Philip Morris
Pitney Bowes
Walgreens
Wells Fargo
The author has a habit of summarising the concepts very well and reiterating and reemphsising the concepts or the conclusions they arrived at based on research, with live examples from the Companies that made the cut.
Briefly the author and his team have come out with the following differentiators which contributed to these Good Companies becoming great.
Level 5 leadershipThis is a term coined by the author ,that is Level 5 leadership. The author defines 5 level hierarchy of leadership , namely,
i)Highly capable Individividual
ii)Contributing team member
iii)Competent manager
iv)Effective leader and
v)Level 5 executive, that is somebody who builds enduring greatness through a paradoxical blend of personal hunility and professional will.
He backs the above with live examples of how self effacing the leaders of these Companies were , at the same time they were extremely focussed. They made one thing sure , that the attention never got diverted to themsleves and it was rivetted at all times on the job on hand.This is quite fascinating. The author backs this with an example where a leader starts as a level 5 and degenerates later. He takes the example of Lee Iacocca , how he turned around Chrysler and did well for around 5 years, lost focus on the job on hand and started projecting himself , raised to the status of a rock star. Later part of his tenure in Chrysler , he did not produce the same kind of results, in fact the decline started and the Company was ultimately sold to Daimler. This was a case of a attention of self and ego over the Company and job on hand.
Examples of some of the leaders like Darwin Smith of Kimberly Clarke who was self effacing and humility personified , at the same time extraordinarily courageous in as much as he ran the Company in the midst of a personal crisis ( he was detected with cancer, was given a year, but lived for 25 years ) and had the great courage to sell the then focus area of the Company , Paper mills.
Then there is Cork Walgreen of Walgreens,Ken Iverson of Nucor who had the courage of conviction to drive the Company in to a completely different area of business,Alan Wurtzel of Circuit City , Colman Mockler of Gillette, David Maxwell of Fannie Mae and so on.
These leaders also had the courage to attribute success to factors other than themselves but own up failures as their own.
Since we are talking of turnarounds, one would be tempted to conclude that the turnaround artist must have been an outside leader. Contrary to popular perception, most of these leaders who initiated the turnaround and set the Company on its course to sustained turnaround and great results were insiders.
First who …. Then what
Again contrary to what could be the most expected sequence, one would think that in such turnaround cases one would have thought that the management would have thought of the specific business or area of operation and then select people around that.What has happened in most of the cases ( of course this selection of people we are talking about are all the top management who are more general managers and not so much technical) was that these Companies focussed on getting the right people and decided on the area or course of business later. The focus was also on a good management team and not so much on selecting extraordinary individuals. Extraoridnary individuals seldom build great teams. In author’s own words, these Companies decided first of all as to who to have on the bus ( the Company ) and decided later as to where the bus will proceed.
While one broadly agrees with the philosophy of getting a good team which can deliver, one has to obviously take in to consideration the fact that the Companies would need Industry experts and knowledge. My personal take on this is that the author has slightly overemphasised this bit about who first and then what later to put across the point forcefully.
The author amd his team had done extensive research on Executive compensation to look for link between compensation and motivation and did not find one.
The author goes to conclude that it is not people who are assets , only the right people can be assets.
Confront the brutal facts ( yet never lose faith)
Almost all these Companies confronted the path of greatness by first having a honest and brutal fact at the current reality of their businesses.The author comes out with telling example of how grocery chain store Kroger did a complete make over of their stores. Inelegant and purely functional grocery stores were the order of the day and in fact did make sense in the early 20 th Century with the US and European economies being ravaged by two wars and a depression in the early 30 s to boot. With an improving economy and desire on the part of the customers to have greater variety and greater desire for consumption, the need was for bigger , nicer stores with a greater choice.. Kroger was almost 80 years old and the Comparison Company A& P was around 110 years.Kroger faced the brutal reality and made a complete make over. They either eliminated, changed or replaced the entire chain of 400 stores and came out very successful. A& P stuck to their old format and soon dwindled in size and revenues.
The author puts forward a strong case for an enabling environment where truth is heard and brutal facts faced
He talks of four basic practices
i.)Lead with questions not answers. I think this means a very open and evolved leader who listens and has an open mind
ii)Engage in dialogue and debate and not coercion
iii)Conduct autopsies without blame
iv)Build red flag mechanisms that turn information in to information that can not be ignored
The Hedgehog Concept ( Simplicity within the three Circles)
The author brings in this concept of a Fox or a hedgehog.Hedghog is something close to a porcupine . Fox keeps looking for a myriad ways of attacking and making a meal of the hedgehog whereas hedgehog masters a certain type of defense which involves making itself in to a ball and making sure that its sharp spikes all point out in such a way that the fog is not in a position to get close to it.
While Fox is extraordinarily cunning and smart , the hedgehog is smart but makes its defense a simple task. It does not cloud its mind with various forms of defense, it has developed a certain defense which is very simple and effective against the fox
The author elaborates further and talks about three circles of the hedgehog concept.
i) What you can be the best in the world
ii) What you are deeply passionate about ?
iii) What drives your economic engine
He talks of settling for something which is an intersection of these three concepts
Just because somethig is your core buisness and just because you have been doing something for years does not necessarily mean that you can be the best at it.
To get insight in to the drivers of one’s economic engine , one has to search for the one denominator , could be profit per employee, cash flow per etc , that is something which has the maximum impact.
A culture of discipline
The author talksof the discipline in thought , action , sticking to a certain course of action with fanatical adherence to the hedgehog concept and the willingness to shun opportunities that fall outisde the three circles.Not falling for the fad of the month/year etc.
Technology accelerators
Good to great Companies always use technology as an accelerator and not as a creator of it.They may not have begun with pioneering technology but become pioneers in application of technology
The flywheel and the doomloop
The author tries to bring in the concept that none of the Companies had some kind of an “Aha” moment. The great results were a culmination of years of effort. He takes the example of a flywheel. You have identified the direction and start pushing hard, still it is one hell of an effort to start the thing going. Once the activoity gets started, it picks up momentum and the incremental effort put in gives rise to better results
Sustainable transformations follow a predictable pattern of build up and breakthrough.The flywheel builds momentum eventually hitting a point of breakthrough
Comparison companies look for a break through skipping the build up and on most occassions this leads to disappointing results
The author talks of this book and the concepts as a prequel to “Built to last” rather than as a sequel. Apply the findings in this Company to create sustained great results, as a start up or an established organisation and then apply the findings in Built to last to go from great results to an enduring great company.
For those of you who are interested in a more elbaorate and more structured synopsis ( it looks so on the face of it ), here is a link
http://www.jnorth.net/mindmaps/business/business%20management/good%20to%20great/index.html