You are unlikely to find magic pills in this book! but rather a source of managerial thought and inspiration bas! on the author’s business research of American companies that have made the transition to outstanding results and performance in modern history. It would seem that simple truths that apply to company management! Collins tries to show the relationship of the research findings to success.
As a result of many years of research work on companies with good and great results
Collins describ! a certain model! a concept for achieving outstanding results! which is present! in the book and includes the following main provisions! key ideas:
- The key role! responsibility and significance are given to leaders! managers who strive for outstanding achievements and successes of the company! and not for personal interests and recognition. They are modest and when the company achieves results and success! they “look out the window”! and when it faces problems and difficulties – “look in the mirror”! taking full responsibility in difficult situations. As a rule! these are people from the company’s managers! and not populists invit! from the outside.
- The firm principle of “First WHO! then WHAT” (specific people lead to success). If you doubt the person! keep looking. Transformations in a company begin with the selection of the right people for the team! and only after that the main vector of development and strategy is determin!. The best people should be involv! in the most promising areas and areas! and not! as is often the case! to solve the most complex and large problems. The defining properties of the “right” people are their abilities! personal qualities and character! and not knowl!ge! experience and !ucation.
- The ability to courageously face harsh truth/facts/reality without losing faith in a common victory! which contributes to making the right decisions in difficult situations.
- An atmosphere in which colleagues openly voice their opinions is creat! bas! on the following 4 principles:
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we are guid! by questions! not answers;
- we engage colleagues in dialogue and debate! not conflict;
- discuss mistakes and look for solutions! not blame;
- We turn simple information into hard-to-ignore information using the r! flag method.
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- Collins emphasizes that incentives can be a waste of time and the question is not how to motivate! if people are select! correctly! they do not ne! stimulation! motivation and support of “fighting spirit”. And the direct path to de-motivation is neglect of facts.
- A clear understanding of where the company could be the best in the world and where it is not! not just where you would like to be the best. To determine the vector of development to great results! you ne! to answer the following three important questions: What exactly excites and inspires you the most? Is there a basis for your economic business model and what is it?
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In what specific type of activity could you become the best in the world?
- A positive corporate culture that is form! and bas! on consciously disciplin!! mature people with disciplin! thinking and actions (not to be confus! with tyranny).
- Incr!ibly! planning first determines the list of things to stop doing! and it is more important and prioritiz! than the list of things to continue doing.
- Understanding that the use of technology (if consistent with the business concept) is an accelerator of growth and development! not its cause. It is worth noting that none of the large companies began their reform with the introduction of new technology! and 80% of managers did not indicate technology among the key factors of transformation. Also! Collins notes the so-call! principle of “Crawl! walk! run”! which can be effective in a period of radical change.
- Long-term transformations are first carri! out by building potential! follow! by rapid growth (the Flywheel principle). Understanding that revolutionary transformations are a natural progressive process! significant results are not achiev! imm!iately and very quickly! they directly depend on the process. Inconsistent companies risk finding themselves in a vicious circle. Under favorable conditions for the development of the company! the problems of enthusiasm! motivation! support! and purposefulness are solv! by themselves without unnecessary energy expenditure! support appears due to the results of transformation and progress! and not vice versa.