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		<title>Good To Great Author - Історія редагувань</title>
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		<updated>2026-04-29T02:14:17Z</updated>
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		<title>Pantryicicle7: Good To Great Author</title>
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				<updated>2017-07-23T18:22:06Z</updated>
		
		<summary type="html">&lt;p&gt;Good To Great Author&lt;/p&gt;
&lt;table class='diff diff-contentalign-left'&gt;
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				&lt;td colspan='2' style=&quot;background-color: white; color:black; text-align: center;&quot;&gt;← Попередня версія&lt;/td&gt;
				&lt;td colspan='2' style=&quot;background-color: white; color:black; text-align: center;&quot;&gt;Версія за 18:22, 23 липня 2017&lt;/td&gt;
				&lt;/tr&gt;&lt;tr&gt;&lt;td colspan=&quot;2&quot; class=&quot;diff-lineno&quot;&gt;Рядок 1:&lt;/td&gt;
&lt;td colspan=&quot;2&quot; class=&quot;diff-lineno&quot;&gt;Рядок 1:&lt;/td&gt;&lt;/tr&gt;
&lt;tr&gt;&lt;td class='diff-marker'&gt;−&lt;/td&gt;&lt;td style=&quot;color:black; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;&quot;&gt;&lt;div&gt;&lt;del class=&quot;diffchange diffchange-inline&quot;&gt;Kroger, Nucor, Philip Morris, Pitney Bowes, Walgreens, and &lt;/del&gt;&lt;/div&gt;&lt;/td&gt;&lt;td class='diff-marker'&gt;+&lt;/td&gt;&lt;td style=&quot;color:black; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;&quot;&gt;&lt;div&gt;Ten out of eleven excellent-to-&lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;fantastic firm &lt;/ins&gt;leaders or CEOs came from the inside of. They &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;have been &lt;/ins&gt;not outsiders employed in to&amp;#160; 'save' the &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;firm&lt;/ins&gt;. They &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;ended up &lt;/ins&gt;either individuals who labored&amp;#160; &amp;#160; a lot of &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;several &lt;/ins&gt;years at the company or had been &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;associates &lt;/ins&gt;of the &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;household &lt;/ins&gt;&amp;#160;  that owned the company.b. &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;Method &lt;/ins&gt;for every se did not &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;separate &lt;/ins&gt;the great to &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;great &lt;/ins&gt;&amp;#160;  &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;organizations &lt;/ins&gt;from the comparison teams.c. &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;Excellent&lt;/ins&gt;-to-&lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;excellent organizations concentrate &lt;/ins&gt;on what Not to do and what&amp;#160;  they must cease undertaking.&lt;/div&gt;&lt;/td&gt;&lt;/tr&gt;
&lt;tr&gt;&lt;td class='diff-marker'&gt;−&lt;/td&gt;&lt;td style=&quot;color:black; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;&quot;&gt;&lt;div&gt;&lt;del class=&quot;diffchange diffchange-inline&quot;&gt;Wells Fargo made sustained wonderful benefits and attained &lt;/del&gt;&lt;/div&gt;&lt;/td&gt;&lt;td class='diff-marker'&gt;+&lt;/td&gt;&lt;td style=&quot;color:black; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;&quot;&gt;&lt;div&gt;&lt;/div&gt;&lt;/td&gt;&lt;/tr&gt;
&lt;tr&gt;&lt;td class='diff-marker'&gt;−&lt;/td&gt;&lt;td style=&quot;color:black; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;&quot;&gt;&lt;div&gt;&lt;del class=&quot;diffchange diffchange-inline&quot;&gt;enduring greatness, evolving into firms that had been certainly &lt;/del&gt;&lt;/div&gt;&lt;/td&gt;&lt;td class='diff-marker'&gt;+&lt;/td&gt;&lt;td style=&quot;color:black; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;&quot;&gt;&lt;div&gt;&lt;/div&gt;&lt;/td&gt;&lt;/tr&gt;
&lt;tr&gt;&lt;td class='diff-marker'&gt;−&lt;/td&gt;&lt;td style=&quot;color:black; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;&quot;&gt;&lt;div&gt;&lt;del class=&quot;diffchange diffchange-inline&quot;&gt;'Built to Last'.The Collins crew selected 2 sets of comparison businesses:a. Immediate comparisons - Firms in the very same market with the same sources and possibilities as the very good-to-excellent team but showed no leap in efficiency, which have been: Upjohn, Silo, Wonderful Western, Warner-Lambert, Scott Paper, A&amp;amp;ampP, Bethlehem Metal, RJ Reynolds, Addressograph, Eckerd,&amp;#160; &amp;#160; and Financial institution of The us.b. Unsustained comparisons - Businesses that produced a limited-term shift from very [https://www.youtube.com/watch?v=m25kG4lxkBA good to great] but unsuccessful to maintain the trajectory, particularly: Burroughs, Chrysler, Harris, Hasbro, Rubbermaid, and TeledyneWisdom In A Nutshell:a. &lt;/del&gt;Ten out of eleven excellent-to-&lt;del class=&quot;diffchange diffchange-inline&quot;&gt;wonderful organization &lt;/del&gt;leaders or CEOs came from the inside of. They &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;were &lt;/del&gt;not outsiders employed in to&amp;#160; 'save' the &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;company&lt;/del&gt;. They &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;were &lt;/del&gt;either individuals who labored&amp;#160; &amp;#160; a lot of years at the company or had been &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;customers &lt;/del&gt;of the &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;loved ones &lt;/del&gt;&amp;#160;  that owned the company.b. &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;Strategy &lt;/del&gt;for every se did not &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;different &lt;/del&gt;the great to &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;fantastic &lt;/del&gt;&amp;#160;  &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;businesses &lt;/del&gt;from the comparison teams.c. &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;Very good&lt;/del&gt;-to-&lt;del class=&quot;diffchange diffchange-inline&quot;&gt;wonderful firms emphasis &lt;/del&gt;on what Not to do and what&amp;#160;  they must cease undertaking.&lt;/div&gt;&lt;/td&gt;&lt;td class='diff-marker'&gt;+&lt;/td&gt;&lt;td style=&quot;color:black; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;&quot;&gt;&lt;div&gt;&lt;/div&gt;&lt;/td&gt;&lt;/tr&gt;
&lt;tr&gt;&lt;td class='diff-marker'&gt;&amp;#160;&lt;/td&gt;&lt;td style=&quot;background-color: #f9f9f9; color: #333333; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #e6e6e6; vertical-align: top; white-space: pre-wrap;&quot;&gt;&lt;/td&gt;&lt;td class='diff-marker'&gt;&amp;#160;&lt;/td&gt;&lt;td style=&quot;background-color: #f9f9f9; color: #333333; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #e6e6e6; vertical-align: top; white-space: pre-wrap;&quot;&gt;&lt;/td&gt;&lt;/tr&gt;
&lt;tr&gt;&lt;td class='diff-marker'&gt;−&lt;/td&gt;&lt;td style=&quot;color:black; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;&quot;&gt;&lt;div&gt;d. &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;Technology &lt;/del&gt;has nothing &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;at all &lt;/del&gt;to do with the transformation from&amp;#160; &amp;#160; excellent &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;to wonderful&lt;/del&gt;. It &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;may possibly support &lt;/del&gt;speed up it but is not the&amp;#160; &amp;#160; &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;cause &lt;/del&gt;of it.e. Mergers and acquisitions do not &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;result in &lt;/del&gt;a transformation&amp;#160; &amp;#160; from &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;great &lt;/del&gt;to &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;fantastic&lt;/del&gt;.f. &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;Very good&lt;/del&gt;-to-&lt;del class=&quot;diffchange diffchange-inline&quot;&gt;excellent companies compensated tiny attention &lt;/del&gt;to &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;managing &lt;/del&gt;&amp;#160;  &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;adjust &lt;/del&gt;or motivating &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;men and women&lt;/del&gt;. &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;Beneath &lt;/del&gt;the &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;proper &lt;/del&gt;conditions,&amp;#160; &amp;#160; these issues &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;by &lt;/del&gt;natural &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;means &lt;/del&gt;go away.g. &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;Great&lt;/del&gt;-to-&lt;del class=&quot;diffchange diffchange-inline&quot;&gt;great &lt;/del&gt;transformations did not want any new identify,&amp;#160; &amp;#160; tagline, or &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;launch software&lt;/del&gt;. The leap was in the&amp;#160; &amp;#160; &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;functionality final results&lt;/del&gt;, not a &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;revolutionary &lt;/del&gt;process.h. Greatness is not a &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;perform &lt;/del&gt;of circumstance it is clearly&amp;#160; &amp;#160; a &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;make a difference &lt;/del&gt;of &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;aware &lt;/del&gt;option.i. Each and every &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;very good&lt;/del&gt;-to-&lt;del class=&quot;diffchange diffchange-inline&quot;&gt;wonderful business &lt;/del&gt;had &amp;quot;&lt;del class=&quot;diffchange diffchange-inline&quot;&gt;Stage &lt;/del&gt;5&amp;quot; &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;management during &lt;/del&gt;&amp;#160;  pivotal changeover years, exactly where Stage &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;one &lt;/del&gt;is a &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;Very Capable &lt;/del&gt;&amp;#160;  &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;Individual&lt;/del&gt;, &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;Level 2 &lt;/del&gt;is a Contributing &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;Team &lt;/del&gt;Member, &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;Amount &lt;/del&gt;three&amp;#160; &amp;#160; is the &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;Proficient &lt;/del&gt;Supervisor, &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;Level &lt;/del&gt;four is an &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;Effective Leader&lt;/del&gt;,&amp;#160; &amp;#160; and &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;Level &lt;/del&gt;5 is the &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;Government &lt;/del&gt;who builds enduring greatness&amp;#160; &amp;#160; &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;through &lt;/del&gt;a paradoxical &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;mix &lt;/del&gt;of &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;individual &lt;/del&gt;humility and&amp;#160; &amp;#160; &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;expert &lt;/del&gt;will.j. Level 5 leaders &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;display &lt;/del&gt;a compelling modesty, are&amp;#160; &amp;#160; self-effacing and understated. In contrast, two thirds of&amp;#160; &amp;#160; the comparison &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;organizations had &lt;/del&gt;leaders with gargantuan&amp;#160; &amp;#160; &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;personal &lt;/del&gt;egos that contributed to the demise or &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;ongoing &lt;/del&gt;&amp;#160;  mediocrity of the &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;organization&lt;/del&gt;.k. &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;Level &lt;/del&gt;five leaders are fanatically pushed, &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;infected &lt;/del&gt;with an&amp;#160; &amp;#160; incurable need to have to &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;produce &lt;/del&gt;sustained &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;benefits&lt;/del&gt;. They are&amp;#160; &amp;#160; &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;fixed &lt;/del&gt;to do &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;what ever &lt;/del&gt;it takes to make the &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;company &lt;/del&gt;great,&amp;#160; &amp;#160; no &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;make a difference &lt;/del&gt;how &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;large &lt;/del&gt;or challenging the &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;decisions&lt;/del&gt;.l. A single of the most &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;harming &lt;/del&gt;tendencies in modern &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;heritage &lt;/del&gt;is the&amp;#160; &amp;#160; tendency (&lt;del class=&quot;diffchange diffchange-inline&quot;&gt;specifically &lt;/del&gt;of boards of administrators) to decide on&amp;#160; &amp;#160; &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;dazzling&lt;/del&gt;, &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;movie star &lt;/del&gt;leaders and to de-pick likely &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;Level &lt;/del&gt;&amp;#160;  five leaders.m. &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;Likely Amount five &lt;/del&gt;leaders exist all &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;about &lt;/del&gt;us, we just have&amp;#160; &amp;#160; to know what to &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;appear &lt;/del&gt;for.n. The &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;study &lt;/del&gt;group was not &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;seeking &lt;/del&gt;for &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;Level &lt;/del&gt;5 &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;leadership&lt;/del&gt;,&amp;#160; &amp;#160; but the knowledge was &lt;del class=&quot;diffchange diffchange-inline&quot;&gt;overwhelming &lt;/del&gt;and convincing. The Level 5&amp;#160; &amp;#160; discovery is an empirical, not ideological, discovering.o.&lt;/div&gt;&lt;/td&gt;&lt;td class='diff-marker'&gt;+&lt;/td&gt;&lt;td style=&quot;color:black; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;&quot;&gt;&lt;div&gt;d. &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;Technologies &lt;/ins&gt;has &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;absolutely &lt;/ins&gt;nothing to do with the transformation from&amp;#160; &amp;#160; &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;very good to &lt;/ins&gt;excellent. It &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;could assist &lt;/ins&gt;speed up it but is not the&amp;#160; &amp;#160; &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;result in &lt;/ins&gt;of it.e. Mergers and acquisitions do not &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;cause &lt;/ins&gt;a transformation&amp;#160; &amp;#160; from &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;good &lt;/ins&gt;to &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;excellent&lt;/ins&gt;.f. &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;Great&lt;/ins&gt;-to-&lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;wonderful organizations paid out minor consideration &lt;/ins&gt;to &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;controlling &lt;/ins&gt;&amp;#160;  &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;modify &lt;/ins&gt;or motivating &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;individuals&lt;/ins&gt;. &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;Below &lt;/ins&gt;the &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;appropriate &lt;/ins&gt;conditions,&amp;#160; &amp;#160; these issues &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;in a &lt;/ins&gt;natural &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;way &lt;/ins&gt;go away.g. &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;Very good&lt;/ins&gt;-to-&lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;fantastic &lt;/ins&gt;transformations did not want any new identify,&amp;#160; &amp;#160; tagline, or &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;start system&lt;/ins&gt;. The leap was in the&amp;#160; &amp;#160; &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;efficiency benefits&lt;/ins&gt;, not a &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;innovative &lt;/ins&gt;process.h. Greatness is not a &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;purpose &lt;/ins&gt;of circumstance it is clearly&amp;#160; &amp;#160; a &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;matter &lt;/ins&gt;of &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;conscious &lt;/ins&gt;option.i. Each and every &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;excellent&lt;/ins&gt;-to-&lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;great company &lt;/ins&gt;had &amp;quot;&lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;Amount &lt;/ins&gt;5&amp;quot; &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;leadership throughout &lt;/ins&gt;&amp;#160;  pivotal changeover years, exactly where Stage &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;1 &lt;/ins&gt;is a &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;Hugely Able &lt;/ins&gt;&amp;#160;  &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;Specific&lt;/ins&gt;, &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;Amount two &lt;/ins&gt;is a Contributing &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;Crew &lt;/ins&gt;Member, &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;Stage &lt;/ins&gt;three&amp;#160; &amp;#160; is the &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;Qualified &lt;/ins&gt;Supervisor, &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;Stage &lt;/ins&gt;four is an &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;Powerful Chief&lt;/ins&gt;,&amp;#160; &amp;#160; and &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;Amount &lt;/ins&gt;5 is the &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;Govt &lt;/ins&gt;who builds enduring greatness&amp;#160; &amp;#160; &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;via &lt;/ins&gt;a paradoxical &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;blend &lt;/ins&gt;of &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;personal &lt;/ins&gt;humility and&amp;#160; &amp;#160; &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;specialist &lt;/ins&gt;will.j. Level 5 leaders &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;exhibit &lt;/ins&gt;a compelling modesty, are&amp;#160; &amp;#160; self-effacing and understated. In &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;[https://www.youtube.com/watch?v=m25kG4lxkBA good to great] &lt;/ins&gt;contrast, two thirds of&amp;#160; &amp;#160; the comparison &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;firms experienced &lt;/ins&gt;leaders with gargantuan&amp;#160; &amp;#160; &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;private &lt;/ins&gt;egos that contributed to the demise or &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;continued &lt;/ins&gt;&amp;#160;  mediocrity of the &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;firm&lt;/ins&gt;.k. &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;Degree &lt;/ins&gt;five leaders are fanatically pushed, &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;contaminated &lt;/ins&gt;with an&amp;#160; &amp;#160; incurable need to have to &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;generate &lt;/ins&gt;sustained &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;final results&lt;/ins&gt;. They are&amp;#160; &amp;#160; &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;resolved &lt;/ins&gt;to do &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;whatsoever &lt;/ins&gt;it &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;normally &lt;/ins&gt;takes to make the &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;firm &lt;/ins&gt;great,&amp;#160; &amp;#160; no &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;matter &lt;/ins&gt;how &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;huge &lt;/ins&gt;or challenging the &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;choices&lt;/ins&gt;.l. A single of the most &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;harmful &lt;/ins&gt;tendencies in modern &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;history &lt;/ins&gt;is the&amp;#160; &amp;#160; tendency (&lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;particularly &lt;/ins&gt;of boards of administrators) to decide on&amp;#160; &amp;#160; &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;stunning&lt;/ins&gt;, &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;celeb &lt;/ins&gt;leaders and to de-pick likely &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;Degree &lt;/ins&gt;&amp;#160;  five leaders.m. &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;Prospective Degree 5 &lt;/ins&gt;leaders exist all &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;around &lt;/ins&gt;us, we just have&amp;#160; &amp;#160; to know what to &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;look &lt;/ins&gt;for.n. The &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;research &lt;/ins&gt;group was not &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;looking &lt;/ins&gt;for &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;Amount &lt;/ins&gt;5 &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;management&lt;/ins&gt;,&amp;#160; &amp;#160; but the knowledge was &lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;frustrating &lt;/ins&gt;and convincing. The Level 5&amp;#160; &amp;#160; discovery is an empirical, not ideological, discovering.o&lt;ins class=&quot;diffchange diffchange-inline&quot;&gt;. Before answering the &amp;quot;what&amp;quot; queries of eyesight and&amp;#160; &amp;#160; method, inquire first &amp;quot;who&amp;quot; are the right folks for the team.p. Comparison companies utilized layoffs significantly more than the&amp;#160; &amp;#160; great-to-great firms. Even though arduous, the&amp;#160; &amp;#160; excellent-to-great firms were never ever ruthless and did not&amp;#160; &amp;#160; rely on layoffs or restructuring to boost performance.q. Great-to-great management teams consist of men and women who debate&amp;#160; &amp;#160; vigorously in look for of the greatest solutions, nevertheless who unify&amp;#160; &amp;#160; behind choices, no matter of parochial passions.r. There is no website link between executive payment and the&amp;#160; &amp;#160; change from great to excellent. The function of payment is&amp;#160; &amp;#160; not to 'motivate' the appropriate behaviors from the incorrect folks,&amp;#160; &amp;#160; but to get and preserve the proper folks in the first place.s&lt;/ins&gt;.&lt;/div&gt;&lt;/td&gt;&lt;/tr&gt;
&lt;/table&gt;</summary>
		<author><name>Pantryicicle7</name></author>	</entry>

	<entry>
		<id>http://istoriya.soippo.edu.ua/index.php?title=Good_To_Great_Author&amp;diff=205442&amp;oldid=prev</id>
		<title>Pantryicicle7: Створена сторінка: Kroger, Nucor, Philip Morris, Pitney Bowes, Walgreens, and  Wells Fargo made sustained wonderful benefits and attained  enduring greatness, evolving into firms...</title>
		<link rel="alternate" type="text/html" href="http://istoriya.soippo.edu.ua/index.php?title=Good_To_Great_Author&amp;diff=205442&amp;oldid=prev"/>
				<updated>2017-07-18T21:51:14Z</updated>
		
		<summary type="html">&lt;p&gt;Створена сторінка: Kroger, Nucor, Philip Morris, Pitney Bowes, Walgreens, and  Wells Fargo made sustained wonderful benefits and attained  enduring greatness, evolving into firms...&lt;/p&gt;
&lt;p&gt;&lt;b&gt;Нова сторінка&lt;/b&gt;&lt;/p&gt;&lt;div&gt;Kroger, Nucor, Philip Morris, Pitney Bowes, Walgreens, and &lt;br /&gt;
Wells Fargo made sustained wonderful benefits and attained &lt;br /&gt;
enduring greatness, evolving into firms that had been certainly &lt;br /&gt;
'Built to Last'.The Collins crew selected 2 sets of comparison businesses:a. Immediate comparisons - Firms in the very same market with the same sources and possibilities as the very good-to-excellent team but showed no leap in efficiency, which have been: Upjohn, Silo, Wonderful Western, Warner-Lambert, Scott Paper, A&amp;amp;ampP, Bethlehem Metal, RJ Reynolds, Addressograph, Eckerd,    and Financial institution of The us.b. Unsustained comparisons - Businesses that produced a limited-term shift from very [https://www.youtube.com/watch?v=m25kG4lxkBA good to great] but unsuccessful to maintain the trajectory, particularly: Burroughs, Chrysler, Harris, Hasbro, Rubbermaid, and TeledyneWisdom In A Nutshell:a. Ten out of eleven excellent-to-wonderful organization leaders or CEOs came from the inside of. They were not outsiders employed in to  'save' the company. They were either individuals who labored    a lot of years at the company or had been customers of the loved ones    that owned the company.b. Strategy for every se did not different the great to fantastic    businesses from the comparison teams.c. Very good-to-wonderful firms emphasis on what Not to do and what   they must cease undertaking.&lt;br /&gt;
&lt;br /&gt;
d. Technology has nothing at all to do with the transformation from    excellent to wonderful. It may possibly support speed up it but is not the    cause of it.e. Mergers and acquisitions do not result in a transformation    from great to fantastic.f. Very good-to-excellent companies compensated tiny attention to managing    adjust or motivating men and women. Beneath the proper conditions,    these issues by natural means go away.g. Great-to-great transformations did not want any new identify,    tagline, or launch software. The leap was in the    functionality final results, not a revolutionary process.h. Greatness is not a perform of circumstance it is clearly    a make a difference of aware option.i. Each and every very good-to-wonderful business had &amp;quot;Stage 5&amp;quot; management during    pivotal changeover years, exactly where Stage one is a Very Capable    Individual, Level 2 is a Contributing Team Member, Amount three    is the Proficient Supervisor, Level four is an Effective Leader,    and Level 5 is the Government who builds enduring greatness    through a paradoxical mix of individual humility and    expert will.j. Level 5 leaders display a compelling modesty, are    self-effacing and understated. In contrast, two thirds of    the comparison organizations had leaders with gargantuan    personal egos that contributed to the demise or ongoing    mediocrity of the organization.k. Level five leaders are fanatically pushed, infected with an    incurable need to have to produce sustained benefits. They are    fixed to do what ever it takes to make the company great,    no make a difference how large or challenging the decisions.l. A single of the most harming tendencies in modern heritage is the    tendency (specifically of boards of administrators) to decide on    dazzling, movie star leaders and to de-pick likely Level    five leaders.m. Likely Amount five leaders exist all about us, we just have    to know what to appear for.n. The study group was not seeking for Level 5 leadership,    but the knowledge was overwhelming and convincing. The Level 5    discovery is an empirical, not ideological, discovering.o.&lt;/div&gt;</summary>
		<author><name>Pantryicicle7</name></author>	</entry>

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