Good to Great: Why Some Companies Make the Leap and Others Don’t

Organizations do not become great overnight. Moreover, Jim Collins, Author of Good to Great, makes a notion that rapid transformation can lead to rapid destruction. What makes organizations great is…

Good to Great …incremental change directed towards long-term goals. It is the “lessons on eggs, flywheels, hedgehogs, busses, and other essentials of business that can help you transform you business” (JimCollins.com, 2016). I am not going to ruin the suspense. You will have to read Good to Great in order to grasp these concepts.

“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, no solitary lucky break, no miracle moment” (Collins, 2001).

Good-to-great organizations form through the continuous dedication from individuals driven by a mixture of resources.


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Michael Shull inspires people to turn strategy into measurable results by connecting vision to the work that truly matters. He believes that the best ideas come from those closest to the work and focuses on creating conditions where teams are not afraid to try new things, learn quickly, and grow. He also encourages people to challenge the status quo and rethink policies and procedures that were designed for conditions that no longer exist. His perspective on improvement was shaped early in his career in restaurants, broadened in construction, and evolved across government and nonprofit sectors, including healthcare, transportation, and tourism. Today, he leads the Continuous Improvement Program at Denver International Airport and founded The Organizational Improvement Habit in 2009 to share ideas that spark learning, inspire reflection, and drive action.

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