Good to Great Why Some Companies Make The Leap… And Others Don’t

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ASSIGNMENT FOR INDEPENDENT STUDY – IV

Program	Executive MBA
Title	Good to Great Why Some Companies Make The Leap… And Others Don’t [ISBN 0-06-662099-6, Harper Collins Books]
Author	Jim Collins

Answer all questions

Question. 1.        Consider an organization whose leader organizes people and resources toward the effective and efficient pursuit of pre-determined objectives. Applying the principles of effective leadership as essayed by Jim Collins, discuss the attributes that the leader should acquire so that he may be called as a ‘level 5’ leader and transform the organization into a ‘great’ organization.

Answer: Jim Collins and his research team were exploring the factors that made good companies great way back in the 1960s. It was then that they stumbled upon the Level 5 leaders who were invariably at the helm of affairs of all the companies which went on to become great in their respective fields. Who exactly is a Level 5

Question. 2. According to Jim Collins, the essential strategic difference between just good and great companies rests in two fundamental distinctions - the three key dimensions and the Hedgehog concept. For the organization of your choice, apply the understanding of these three key dimensions and analyze how they translate these dimensions into a crystal-clear Hedgehog concept. Suggest some measures to ensure better implementation of the Hedgehog concept in that organization, if it is found wanting on that front.

Answer:  Hedgehog Concept:

It’s a similar axiom to the One Thing.  Based on the famous essay by Isaiah Berlin, “The Hedgehog and the Fox” describes how the world is divided into two types. The fox knows many things. The fox is a very cunning creature, able to devise a myriad of complex strategies to sneak attack upon hedgehog. The hedgehog knows one big thing, rolling up into a perfect little ball thus becoming a sphere of sharp spikes, pointing outward in all directions. The hedgehog always wins despite the different tactics the fox uses.

Question. 3.        In your opinion, how different is culture from freedom in an organization? Discuss the importance of culture to an organization that uses the Hedgehog concept.

Answer: Culture in an organization: In modern age where there is no time for others, in that time children also hardly contact  

Culture is the character and personality of your organization. It's what makes your business unique and is the sum of its values, traditions,

Question. 4.        Good-to-Great companies use technology as an accelerator of momentum and not a creator of momentum. Select any organization in the manufacturing sector and discuss its (possibilities of) acceleration of momentum using technology.

Answer:  Good to Great Companies:

 It describes how companies transition from being good companies to great companies, and how most companies fail to make the transition. "Greatness" is defined as financial performance several multiples better than the market average over a sustained period.

Example of a organization:

From manual manufacturing processes of yesterday

The Flywheel: The additive effect of many small initiatives; they act on each other like compound interest.

Question. 5.        Sustainable transformations follow a predictable pattern of build up and breakthrough. From your work experience, select any transformations in your organization that reflected either the ‘fly wheel effect’ or ‘the doom loop effect’. Discuss its impact on your organization and suggest any improvements, if required.

Answer : The flywheel  and its impact on organization

It is associated with momentum.  It takes energy to get it going, but it gets easier to make it go faster if the energy is applied in the same direction.  If energy is consistently applied, the flywheel will continue to accelerate and will eventually reach great speeds.

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