"A visionary company doesn't simply balance between idealism and profitability: it seeks to be highly idealistic and highly profitable. A visionary company doesn't simply balance between preserving a tightly held core ideology and stimulating vigorous change and movement; it does both to an extreme." -- Jim Collins
Today, even in the midst of a recession where millions of people are out of work; it is increasingly difficult to find qualified candidates to fill the needed positions.
It seems as if the skilled labor pool is shrinking, and the ability of companies to effectively manage employees throughout the employment life-cycle – from attracting and selecting the right candidates, to engaging and developing workers, to transitioning them into new careers as needed – is more critical than ever today.
At Inter-Woven in order to maximize the return on investment in our services, we endeavor to align, measure and calibrate the performance of our client companies top 20% in order to lift the performance of the overall company.
We do this by directly addressing some of the issues brought by Jim Collins in his book, Good to Great: Why Some Companies Make the Leap... and Others Don't.
Jim Collins was already established as one of the more influential management consultants in the world, further established his credibility with the wildly popular Good to Great: Why Some Companies Make the Leap...and Others Don’t, originally published in 2001. The book went on to be one of the bestsellers in the genre, and it is now widely regarded as a modern classic of management theory.
Collins takes up a daunting challenge in the book: identifying and evaluating the factors and variables that allow a small fraction of companies to make the transition from merely good to truly great. ‘Great,’ an admittedly subjective term, is operationally defined according to a number of metrics, including, specifically, financial performance that exceeded the market average by several orders of magnitude over a sustained period of time. Using these criteria, Collins and his research team exhaustively cataloged the business literature, identifying a handful of companies that fulfilled their predetermined criteria for greatness. Then, the defining characteristics that differentiated these ‘great’ firms from their competitors were quantified and analyzed.
The resulting data are presented in Good to Great in compelling detail. Over the course of 9 chapters, Collins addresses a number of management, personnel, and operational practices, behaviors, and attitudes that are both conducive and antithetical to the good-to-great transition. One overarching theme that links together virtually all of Collins’ arguments is the need to define a narrowly focused objective and field of competency and then focus all of the company’s resources toward that area of strength. Repeatedly, Collins warns that straying too far from a company’s established strengths is diametrically opposed to the attainment of greatness. Finally, Collins links the findings of Good to Great to the conclusions he reached in his previous book, Built to Last, which focused on the factors that define companies that survive in the long-term, meshing both sets of results into an overarching framework for enduring success.
1. Buy the book and read it
2. Consider taking the assessment that is tied to our Performance Coaching System -- send an email to: firstname.lastname@example.org -- please include your first and last name
3. Consider this: leadership development begins with you