REVIEW: "The great by choice", Jim Collins and Morten Hansen

Books / by admin / December 19, 2019

If some time ago I was asked what kind of a book on business I can recommend, I would not hesitate to answer - "From good to great"Jim Collins. But recently things have changed. Jim Collins and his team of researchers, once again outdid himself. Want to know the recipe for success and the leaders of the powerful? So here it is. Hiding under a blue cover and the inscription "Great by choice"By the publishing house Mann, Ivanov and Ferber.

Unlike many business "thinkers" Jim Collins is a purely scientific approach to their work. For each of his book tucked years of research and huge amounts of data. He and his team prepares the activities of companies and the behavior of their leaders with a single purpose - to find the ingredients for success, which would be applicable in other companies. I will not describe the system and research criteria, they are sufficiently detailed in the books Collins, except to say that it is really serious work, with the implementation of all the scientific requirements approach.

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Full review can be reduced to simple words - if you want to know how to succeed, follow the principles of the book. But I will reveal the main points.

In his research team found Collins and formulated 4 main criterion of the Great:

fanatical discipline
empirical creativity
productive paranoia
The ambitions of the fifth level

fanatical discipline

Rule 20 Milev march

Dvadtsatimilevy march means the achievement of specific targets for certain period of time - with the greatest tenacity and persistence, for a long period. Compliance with these principles is given it is not easy for two reasons: it is difficult to carry out voluntary commitments hard times, even more difficult to control his pace, when all the circumstances are favorable to accelerated promotion.

Every company should set the lower and upper boundaries of development and strictly comply with them. You can not fall below the minimum limit, but it is not necessary to move the upper limit. It provides stability and saves resources for the preservation of stability. Border and principles dvadtsatimilevogo march company sets for itself individually, based on their characteristics and peculiarities of the environment in which it operates.

20 Milev march is self-control in the uncontrollable circumstances.

7 signs of the right Milev 20 march

Clear guidelines.
Voluntary self-limitation.
Plan corresponds to a particular company.
The company is able to control the execution of the plan.
Set an appropriate time - long enough to get everything done, but short enough to stay on course.
The company set for itself developing this plan.
The plan is executed strictly.

empirical creativity

First bullet, then core

Bullet - a low-cost, neriskovanny and does not detract from the main company to do the test or experiment. There are two types of nuclei: sighted or not. Adjust core - means to receive reinforcements from real experience, empirical evidence that big bet will bring success. Shooting is not zero in the nuclei leads to disaster. If after zeroing bullets do not go to the cannonading, the return will be only average. Each environment has its own threshold of innovation, that is, the minimum level of innovation, reaching which the company can not even take part in the competition.

productive paranoia

A good leader sees darkness threats and occupies a position to stand up to them. Especially in times of success.
The key issue is not the risk of time "to act quickly or slowly?" And "How much time do we have before the nature of the threat and the risk of change?"
It is necessary to create financial reserves and shock absorbers to prepare for the unexpected and unpleasant.
Limit the risks - the risk of death to cross the line, asymmetrical risk and the risk of control and manage the risks associated with time
First, the overall plan. Then the foreground, always keeping hypervigilant in time to feel the change in the situation and to respond effectively to change.
We are not in their power to constantly and accurately predict the future, so you need to maniacally preparing just in case - are prepared in advance, ready at all times to ensure that it is not in their power to predict
When creating inventories must be many times greater than the average rate.

The ambitions of the fifth level

recipe SMAK

SMAK - Specificity, methodical, constant.

This durable set of working rules which together form a consistent and repeatable formula for success.

This recipe is clear and concrete, it brings together the entire organization and directs its efforts, provides a clear indication of what to do and what not to do.

SMAK is based on empirical experience and understanding - what is working for this company and why. Amendments to the SMAK affect one element or ingredient, leaving the recipe in general untouched. This principle allows exceptional permanency and maintain and implement radical changes.

2 reasonable approach to rewrite a recipe SMAK

Apply empirical creativity, which is mainly aimed at the company itself. (First bullet then the kernel)
Apply productive paranoia (general plan, then the foreground), which is directed mainly outwardly.

The return on luck

The key question is not whether you are lucky or not, and whether you are able to get out of luck.

The returns can be either by luck or by not luck.
A single event of fortune, even the most outstanding, will not make a company great, but the single biggest failure or too prolonged period of failures can lead to disaster.
It is necessary to think in advance that the failures lurk everywhere and are ready for them.

That's probably all the main points. Approximately so look my notes to this book. I can not say that these criteria are the author of the great companies, were a revelation to me. Not. But perhaps the first time I saw them gathered together. The book contains detailed descriptions and examples of why it is Collins' team came to these conclusions. They do not doubt.

So once again I want to draw your attention.