書き抜き読書ノート 684

2010 年 8 月 13 日

JIM COLLINS 著「GOOD TO GREAT − Why Some Companies Make the Leap … and Others
Don't −」Harper Business2001 年刊を読む
Chaos To Concept
Here, then, is an overview of the framework of concepts and a preview of what's to come in therest of the book. Think of the transformation as a process of buildup followed by breakthrough,broken into three broad stages: disciplined people, disciplined thought, and disciplined action.
Within each of these three stages, there are two key concepts, shown in the framework anddescribed below.

Wrapping around this entire framework is a conccept we came to call theflywheel, which captures the gestalt of the entire process of going from good to great.
１．Level 5 Leadership.

We were surprised, shocked really, to discover the type of leadership

required for turning a good company into a great one. Compared to high-profile leaders with
big personalities who make headlines and become celebrities, the good-to-great leaders seem tohave come from Mars.

Self-effacing, quiet, reserved, even shy

these leaders are aparadoxical blend of personal humility and professional will. They are more like Lincoln andSocrates than Patton or Caesar.
２．First Who ... Then What. We expected that good-to-great leaders would begin by setting anew vision and strategy. We found instead that they first got the right people on the bus, thewrong people off the bus, and the right people in the right seatsand then they figured out

where to drive it. The old adage People are your most important asset turns out to be wrong.
People are not your most important asset. The right people are.
３．Confront the Brutal Facts (Yet Never Lose Faith). We learned that a former prisoner of war
had more to teach us about what it takes to find a path to greatness than most books on
corporate strategy. Every good-to-great company embraced what we came to call the 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 your current reality, whatever they might be.
４．The Hedgehog Concept (Simplicity within the Three Circles). To go from good to great requires
transcending the curse of competence.

Just because something is your core businessbecause you've been doing it for years or perhaps even decades

justdoes not necessarily mean you

can be the best in the world at it. And if you cannot be the best in the world at your corebusiness, then your core business absolutely cannot form the basis of a great company. It must
be replaced with a simple concept that reflects deep understanding of three interesting circles.

５．A Culture of Discipline. All companies have a culture, some companies have discipline, but
few companies have a culture of discipline. When you have disciplined people, you don't needhierarchy. When you have disciplined thought, you don't need bureaucracy. When you havedisciplined action, you don't need excessive controls. When you combine a culture of disciplinewith an ethic of entrepreneurship, you get the magical alchemy of great performance.
６．Technology Accelerators.

Good-to-great companies think differently about the role oftechnology. They never use technology as the primary means of igniting a transformation. Yet,
paradoxically, they are pioneers in the application of carefully selected technologies.

We

learned that technology by itself is never a primary, root cause of either greatness or decline.
７．The Flywheel and the Doom Loop. Those who launch revolutions, dramatic change programs,
and wrenching restructurings will almost certainly fail to make the leap from good to great. No
matter how dramatic the end result, the good-to-great transformations never happened in one
fell swoop. There was no single defining action, no grand program, no one killer innovation, nosolitary lucky break, no miracle moment. Rather, the process resembled relentlessly pushing a
grant heavy flywheel in one direction, turn upon turn, building momentum until a point ofbreakthrough, and beyond.
８．From Good to Great to Built to Last. In an ironic twist, I now see Good to Great not as asequel to Built to Last, but as more of a prequel.

This book is about how to turn a goodorganization into one that produces sustained great results. Built to Last is about how you takea company with great results and turn it into an enduring great company of iconic stature. To
make that final shift requires core values and a purpose beyond just making money combinedwith the key dynamic of preserve the core / stimulate progress.
Good toGreat→

Concepts

SustainedBuilt toGreat

LastResults＋

Concepts

Enduring→

GreatCompany
P12 〜 14

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永続する偉大な組織・企業をどうつくるか。そのノウハウがぎっしりつまっているビジョナリー・カンパニー第 2 巻− 2010 年 8 月 13 日林明夫記−