“Yep, we could be the best at that” was stated as the recognition of a fact, no more startling than observing that the sky is blue or the grass is green. It requires the discipline to say, “Just because we are good at it-just because we’re making money and generating growth-doesn’t necessarily mean we can become the best at it.” The good-to-great companies understood that doing what you are good at will only make you good focusing solely on what you can potentially do better than any other organization is the only path to greatness.Īs you search for your own concept, keep in mind that when the good-to-great companies finally grasped their Hedgehog Concept, it had none of the tiresome, irritating blasts of mindless bravado typical of the comparison companies. To go from good to great requires transcending the curse of competence. And it is this distinction that stands as one of the primary contrasts between the good-to-great companies and the comparison companies. The distinction is absolutely crucialĮvery company would like to be the best at something, but few actually understand-with piercing insight and egoless clarity-what they actually have the potential to be the best at and, just as important, what they cannotbe the best at. It is an understanding of what you can be the best at. Second, they set their goals and strategies more from bravado than from understanding.Ī Hedgehog Concept is not a goal to be the best, a strategy to be the best, an intention to be the best, a plan to be the best. First, the comparison companies never asked the right questions, the questions prompted by the three circles. For the comparison companies, the exact same world that had become so simple and clear to the good-to-great companies remained complex and shrouded in mist.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |