Good to Great[精品].ppt

A Culture of Discipline Avoiding The Entrepreneurial Death Cycle The purpose of bureaucracy is to compensate for incompetence and lack of discipline, a problem that largely goes away if you have the right people on the bus. Most companies build their bureaucratic rules to manage the small percentage of wrong people on the bus, which in turn drives away the right people, which then increases the percentage of wrong people, which then increases the need for more bureaucracy, which then drives more of the right people away…and so on. Set your objectives for the year and record them in concrete. You can change your plans during the year, but you never change what you measure them against. * Taking Your Organisation From Good to Great A Culture of Discipline Building A Culture of Discipline Build a culture around the idea of freedom and responsibility, within a framework (c.f. Macquarie bank) Fill that culture with self-disciplined people who are willing to go to extreme lengths to fulfil their responsibilities. Don’t confuse a culture of discipline with a tyrannical disciplinarian Adhere with great consistency to the Hedgehog concept, exercising an almost religious focus on the intersection of the three circles. Equally important, create a “stop doing list” and systematically unplug anything extraneous. Hire self-disciplined people who don’t need to be managed, then manage the system, not the people. E.g. Nucor grew into a USD3.5 Billion company with only four layers of management and a headquarters staff of less than twenty five people. Status and authority in should come from your leadership capabilities, not your position. If you really feel that you need that class distinction, then a good-to-great company is not the right place for you. * Taking Your Organisation From Good to Great A Culture of Discipline - Summary A culture of discipline is based around freedom AND responsibility. A culture of discipline ejects those who do not share the values and standards o