1. GOOD TO GREAT By: Jim Collins
Chapter 1: good is the enemy of great

2. GOOD IS THE ENEMY OF GREAT
“The vast majority of companies never become great, precisely because the vast majority become quite good-and that is their main problem.” (p. 1)
So, what does it take for a company to go from a good company to a great company?

3. A Little Research Background
Collins and his 21 man research team conducted a study to find what companies went from good to great and how exactly they did just that.
It took them about 5 years
Why did Collins take on this study?
CURIOSITY

4. A Little More Research Background
Total project (The Black Box):
Consumed 10.5 people years of effort
Read and systematically coded nearly 6,000 articles (below)
Generated more than 2,000 pages of interview transcripts
Created 384 million bytes of computer data
“Coding Document” Examples
Coding Category 1-Organizing Arrangements
Coding Category 2-Social Factors
Coding Category 3-Business Strategy
TOTAL OF 11 CODING CATEGORIES FROM THE FOUNDING OF THE COMPANY TO PRESENT DAY.

5. Think of it as…
“If you invested $1 in a mutual fund of the good-to-great companies in 1965, holding each company at the general market rate until the date of transition, and simultaneously invested $1 in a general market stock fund, your $1 in the good-to-great fund taken out on January 1, 2000, would have multiplied 471 times, compared to a 56 fold increase in the market.” (p. 3)

6. Remarkable Numbers From previously unremarkable companies Walgreens
In 1975 Walgreens began to climb and climb and climb
From December 31, 1975 to January 1, 2000, $1 invested in Walgreens beat $1 invested in:
Intel by nearly two times
General Electric by nearly eight times
the general stock market (including NASDAQ) by over fifteen times.

7. PHASE 1: THE SEARCH Find companies that showed good-to-great pattern:
15 year cumulative stock returns (at or below the general stock market)
Punctuated by a transition point
Then cumulative returns at least 3 times the market over the next 15 years.

8. PHASE 1 Continued To be a good-to-great company, the company must:
Demonstrate the good-to-great pattern independent of its industry
Average cumulative stock returns 6.9 times the general market in the fifteen years following their transition point (the point where the company actually goes from good-to-great).
General Electric outperformed the market by 2.8 times from 1985 to 2000.

9. Surprising Results
The list is not what the research team expected:
Fannie Mae beat GE and Coca-Cola?
Walgreens beat Intel?
This is when they realized:
“It is possible to turn good into great in the most unlikely of situations. This became the first of many surprises that led us to reevaluate our thinking about corporate greatness.” (p. 6)

10. PHASE 2: COMPARED TO WHAT?
Contrasted the good-to-great companies to a selected set of “comparison companies”
“What did the good-to-great companies share in common that distinguished them from the comparison companies?” (p. 7)
The Olympic Games example

11. PHASE 2 Continued Two sets of comparison companies:
Direct Comparison-companies that were in the same industry with the same opportunities and resources, but showed no leap from good to great.
Unsustained Comparison-companies that made a short term shift but failed to maintain the trajectory (sustainability)
Total: 28 companies
Good-to-Great: 11 companies
Direct Comparison: 11 companies
Unsustained Comparison: 6 companies

12. Unsustained Comparisons
The Entire Study Set
Good-to-Great Companies
Abbott
Circuit City
Fannie Mae
Gillette
Kimberly-Clark
Kroger
Nucor
Philip Morris
Pitney Bowes
Walgreens
Wells Fargo
Direct Companies
Upjohn
Silo
Great Western
Warner-Lambert
Scott Paper
A&P
Bethlehem Steel
R. J. Reynolds
Addressograph
Eckerd
Bank of America
Unsustained Comparisons
Burroughs
Chrysler
Harris
Hasbro
Rubbermaid
Teledyne

13. PHASE 3: INSIDE THE BLACK BOX
Placed material into categories, such as strategy, technology, leadership, and so forth.
“We came to think of our research effort as akin to looking inside a black box. Each step along the way was like installing another light bulb to shed light on the inner workings of the good-to-great process.” (p.9)
What’s inside
The
BLACK BOX?
GOOD RESULTS
GREAT RESULTS

14. PHASE 3 Continued “The dogs that did not bark” example
Jim was just as astonished at what he did not see as what he did see:
Celebrity leaders
Big front men are actually negatively correlated with taking a company from good to great. Comparison companies tried outside CEO’s six times more often.

15. PHASE 3 Continued Executive Compensation Strategy What to do
No systematic pattern linking specific forms of executive compensation to process of going from good to great.
Strategy
No intense planning or strategies to go from good to great
What to do
Focus on what to do AND what not to do
Technology
Can accelerate transformation but NOT cause one

16. PHASE 3 Continued Mergers and Acquisitions Employees Transformation
Two mediocre companies cannot form a great one
Employees
“Under the right conditions, the problem on commitment, alignment, motivation, and change largely melt away” (p. 11)
Transformation
No name, tag line, or launch event to signify their transformation
Industry
“Greatness is not a function of circumstance.” Industry has no bearing on a company going from good to great (p. 11)

17. PHASE 4: CHAOS TO CONCEPT
This section is a constant “…looping back and forth, developing ideas and testing them against the data, revising the ideas, building a framework, seeing it break under the weight of evidence, and rebuilding it yet again.” (p. 11)
A process of buildup followed
by breakthrough into 3 stages:
Disciplined People
Disciplined Thought
Disciplined Action
= The FLYWHEEL
(Captures the process of going
from good to great.)

18. THE FLYWHEEL: Disciplined People
Level 5 Leadership
“The good-to-great leaders seem to have come from Mars”
Self-effacing, quiet, reserved, shy-a paradoxical blend of personal humility and professional will (p.12)
First Who…Then What
First, get the right people on the bus
Then, get the wrong people off the bus
Then, the right people in the right seats
Finally, figure out where to drive it
*THE RIGHT PEOPLE ARE YOUR MOST IMPORTANT ASSET

19. THE FLYWHEEL: Disciplined Thought
Confront the Brutal Facts (Yet Never Lose Faith)
Stockdale Paradox: You must maintain unwavering faith that you can and will prevail in the end, regardless of the difficulties, AND at the same time have the discipline to confront the most brutal facts of you current reality, whatever they might be (p. 13)
The Hedgehog Concept
“If you cannot be the best in the world at your core business, then your core business absolutely cannot form the basis of a great company” (p.13)

20. THE FLYWHEEL: Disciplined Action
A Culture of Discipline
A combination of a culture of discipline and an ethic of entrepreneurship you get GREAT PERFORMANCE
When there is disciplined people, you don’t need hierarchy
Disciplined thought, you don’t need bureaucracy
Disciplined action, you don’t need excessive controls
Technology Accelerators
The good-to-great companies never used technology as their primary means of igniting a transformation
“Technology by itself is never a primary, root cause of either greatness or decline” (p. 14)

21. THE FLYWHEEL Continued
The Flywheel and the Doom Loop
Good-to-great transformations do not happen in one fell swoop (no single defining action, no grand program)
“Rather, the process resembled pushing a giant heavy flywheel in one direction, turn upon turn, building momentum until a point of breakthrough, and beyond.” (p. 14)
From Good to Great to Built to Last
A prequel, not sequel
Good to Sustained Built to Enduring
Great Great Last Great
Concepts Results Concepts Company

22. The Timeless “Physics” of Good to Great
Someone asked, “Will your findings continue to apply in the new economy? Don’t we need to throw out all of the old ideas and start from scratch?”
Collins says, “Think of it this way: While the practices of engineering continually evolve and change, the laws of physics remain relatively fixed. I like to think of our work as a search for timeless principles-the enduring physics of great organizations-that will remain true and relevant no matter how the world changes around us” (p. 15)

23. A Conflicting View From the article “From Good to Great…”
“Our analysis of Collins’ Good to Great study methodology suggests that it suffered from three major problems:”
1) Data mining with respect to the selection of the starting month of the company transformation period
Some companies might not have been considered great had their performance results started just a couple months earlier. The 15 month time period may have been skewed.

24. A Conflicting View Continued
2) The failure to test for the sustainability of greatness over subsequent time periods
The authors found only one company that managed to show superior stock market performace
3) The failure to use modern portfolio theory that accounts for the costs of risk and then whether the performance differences are statistically significant
Found that five of the 11 companies actually “did not produce statistically significant positive abnormal performance and would not be considered great if performance were based on the modern portfolio theory.

25. TAKEAWAYS: For your knowledge
The book is not about an old or new economy. The point of the book is to be able to apply the ways of becoming a good-to-great company to an ever-changing world and its economy.
There is no one answer. Changing from good-to-great takes a lot of little changes that apply to your specific organization and melting them together to form a great company.

26. TAKEAWAYS Continued
You need to know the difference between what makes a company a “good” company versus a “great” company. From there, you can transcend the “GOOD IS THE ENEMY OF GREAT” theory and actually move from a good-to-great company.

27. Conclusion
“We believe that almost any organization can substantially improve its statue and performance, perhaps even become great, if it conscientiously applies the framework of ideas we’ve uncovered.”
-Jim Collins (p. 5)