Describe the basic measures to be taken in moving from a "good" to a "great" organization, per James Collins

Question

What will be an ideal response?

Answer 1

Collins said when transforming an organization from good to great, the executives who ignited the transformations first got the right people on the bus (and the wrong people off the bus) and then figured out where to drive it (emphasis his). Collins felt the main point is that great leaders assemble their teams before they decide where to go; the right people will be self-motivated. Good-to-great organizations, Collins found, also have a "culture of discipline" in which employees show extreme diligence and intensity in their thoughts and actions, always focusing on implementing the organizations mission, purpose, and goals. Therefore, people are not an organization's most important asset; rather, the right people are. Collins also coined the term "Level 5 leader" to describe the highest level of executive capabilities. Level 5 executives' ambitions are directed first and foremost to the organization and its success, not to personal renown. Such leaders, Collins stressed, are "fanatically driven, infected with an incurable need to produce results." They are also self-effacing, quiet, reserved, even shy.