That's why, it is so important that employees understand and agree with this vision. This causes a dichotomy: either you fit into the company's philosophy and flourish inside it or you will be "eliminated" to give the place to someone who shares the purpose of the company.
The best companies do not afford to have people out of alignment with their ideology in their workforce. This happens because these people will hardly be able to motivate themselves and improve at the same time as the company, preventing all parties from reaching the standard of excellence. That's the reason why we can say that best companies are not always the best place to work for everyone.
Throughout the study, the authors identified only four occasions when visionary companies look for an outsider CEO, which were held in only two companies. This shows the importance of establishing a continuous flow of training and leadership inside the organization. In fact, the focus of visionary companies lies in overcoming itself.
Be better than the competitors ends up being a consequence of this way of behaving. Leaders continually ask themselves about how can them improve for tomorrow to do better than today. The book "Built to Last" explains that with the research data the authors could notice that some of the best companies have been doing themselves this question every day for more than years. The main idea of this principle is that the best companies are never satisfied, no matter how they are better than their competitors, because they think in self-improvement everyday.
In the book "Zero to One " the author Peter Thiel gives the tip: when there's competition the companies don't possess power in the market. That's why they need to sell their products by the market price or they will be overcomed by the competitors.
The author of "Traction ", Gino Wickman talks about of how the entrepreneurs of success have a attractive and well-defined vision for their business. Thus, they know how to communicate with the employees and perpetuate this vision. The book "Effective executive ", Peter F. Drucker explains that executives can be brilliants, criatives and informed, thus be inefficient. But the reality is, that a great leader does not need to be out-going, high-profile or charismatic.
This concept expresses the perspective that when two things are slightly contradictory, they cannot both exist at the same time. The idea that you can only have A OR B, never both. Collins believes that this is the best perspective to have and one that visionary companies adopt.
You really can have the best of both worlds. Visionary companies adopt the mindset that allows them to have both change AND stability. Collins points out that obviously, a visionary company has to keep profit in mind, they have to pursue this. But they also chase meaningful ideas, the bigger-picture, things that are inspirational and influential.
They are not ruled by making money. Profit is not the be-all and the end-all for visionary companies. They manage to do both. Collins uses a nice metaphor to explain the role of profit in a visionary company, he explains that just as in life, oxygen, food, water, and blood are completely necessary, but they are not the point of living.
Collins explains that core values are the fundamental beliefs of any organisation. These principles should be what guide them and their business regardless of profit and financial gain.
These beliefs are the backbone of the company and should be considered always. Collins points out that a purpose is not a business strategy or goal, it is the driving reason behind the companies existence. Collins explains that a visionary company has to be able to change and adapt, and if it refuses, it will simply cease to exist. A core ideology is something that is constant, it should never change.
Unlike things like strategy, operations or tactics. The core ideology is part of the identity of the company and is fixed. Things like products, strategies and even goals will change over time. We want to discover new things, explore new places, create new things, achieve new goals.
Essentially, we are designed to be striving for constant improvement. The drive for change and improvement is almost a primal instinct, and something that Collins believes is carried over into visionary companies. Collins explains that this constant drive for progress and change comes hand in hand with a combination of self-confidence and self-criticism within an organisation.
A visionary company requires a certain level of confidence, this will encourage them to set impressive goals and make radical moves when necessary. So an element of confidence is certainly needed. Start growing! Boost your life and career with the best book summaries.
To understand the characteristics of the most successful companies in the United States and what they have in common, they observed 18 visionary companies and analyzed them in dozens of criteria defined by the authors. With an emphasis on management principles that are timeless, they spent 6 years trying to understand how big companies become big and stay on top.
From this research came the book that breaks down several myths of the business world and reveals the characteristics of a secular company. The main myths broken in this book are:. The book goes through these myths and also brings many other fantastic perspectives for you who want to create or transform your company into a great legacy. To study the biggest and best companies in the United States, Jim Collins interviewed hundreds of market executives.
From this research, he selected the 18 most cited and called them visionary companies. These companies were surveyed over 6 years, always compared to companies that, even without fantastic performances, competed in the same market. These were not bad companies, but they were called visionaries much less often by the executives interviewed. The companies were evaluated according to their age.
In both groups, the average founding date of the companies dates back to the end of the 19th century. The survey data were obtained through a demonstration of results, interviews with executives, news and covered all aspects of the company. The research took into account dozens of factors such as corporate culture , corporate structure, employee satisfaction and market penetration. To exemplify just how extraordinary visionary companies are, Jim Collins proposes a simulation.
The companies evaluated as visionary had a performance 15 times better than the performance of the stock market. The comparison companies of the study also had positive reviews, with a performance 2 times better than the stock market in this period.
One of the most exciting points of the research is that it destroys many myths associated with success in the corporate world, outlining the winning companies. Few of the visionary companies started with a great idea. In fact, many started without a specific idea, and several of them started with bad ideas that ended up being abandoned halfway.
Built to Last The authors cite the example of Sony, which began with no thought in mind. The company considered venturing into the sale of food to the final consumer and even sporting goods. Its founders tried to sell automatic discharges to bathrooms and bowling equipment. Obviously, these were not the ideas that turned these companies into the powers that they are today.
They are focused on architecting an institution built to last. Successful companies have focused much more on architecting a lasting organization than on having a charismatic individual leader.
As much as visionary companies had notable individuals at the top, they were generally simple and modest people. Also, many of the comparison companies also had visionary leaders, and this was not enough for success. The end goal is the hedgehog concept; a single unifying strategy or concept. If you have the right people on board, then creating this culture should be easy, embrace freedom and provide responsibility.
They hired self-disciplined people who didn't need to be managed, and then managed the system, not the people. Living in todays world, we are used to technological advances and more often than not jump on board as soon as new developments are released. That is, if the new technology is unrelated or will provide no new opportunities then they will not spend time on it. They avoid jumping on technology bandwagons and only pursue technology consistent with their hedgehog concept.
Jim describes the process as something that progresses over time; the momentum is gradual, similar to a spinning flywheel. Instead, momentum and growth is built up slowly overtime, like a spinning flywheel.
There was no launch event, no tag line, no programmatic feel whatsoever. Some executives said that they weren't even aware that a major transformation was under way until they were well into it. It was often more obvious to them after the fact than at the time.
And changing the direction of the flywheel is just as dangerous, new leaders are particularly bad at doing this, wanting to make their mark they change direction before enough momentum has had time to build up.
This can have disastrous effects. This book is ideal for anyone who leads, whether it be a small team, an entire organisation, a community or a family. Simon emphasises that when an environment is built on trust, teams will work together, have each other's backs, survive and thrive.
0コメント