미국 성공기: 영어책 요약_Good To Great
Good To Great.
여기서 Good의 의미는 적당히 좋은, 그럭저럭 잘 유지되고 있는 기업들을 뜻하고, Great는 적당히를 넘어서 위대한 기업, 누구나 인정할 수 밖에 없는 기업들을 의미한다. 적당히 좋은 기업에서 위대한 기업으로 도약했던 기업들의 사례를 통해 이를 설명하고 있다.
저자는 크게 성장한 아래 11개의 기업 사례를 보여준다.
Abbott, Circuit City, Fannie Mae, Gillette, Kimberly-Clark, Kroger, Nucor, Philip Morris, Pitney Bowes, Walgreens, Wells Fargo
Chapter1_Good Is the enemy of Great_좋음은 위대함의 적이다.
Chapter2_Level 5 Leadership_5단계 리더십
흔들리지 않는 결심, 꼭 완수해야 하는 것
다섯 단계의 리더십 중에서 맨 윗단계에 해당하는 사람들의 특징에 대해서 설명한다. 그들은 해야 할 일을 끝까지 고집스럽게, 흔들리지 않고 완수한다. 맨 윗단계의 리더들은 조용하면서도 회사의 큰 결정에 있어서 항상 참여할 뿐만아니라 기본적으로 근면 성실함까지 가지고 있다.
창과 거울
5단계 리더들은 일이 잘 진행될 때 그 요인을 외부(창문)에서 왔다고 말한다. 게다가 그 특정 인물을 찾을 수 없으면, 그저 운이 좋았다고 말한다. 그와 동시에 일이 잘 진행되지 않으면 불운을 절대 탓하지 않고 그 책임을 거울에서 본다.
5단계 리더십 육성법
전문적인 의지
- 최고의 결과를 창출하는, 즉 Good에서 Great로 전환되는 명확한 촉매제를 만든다.
- 아무리 어려워도 최상의 장기 결과물을 얻기 위해 확고한 결의를 입증합니다.
Chapter3_First who...Then what_사람 먼저, 그리고 목표 설정
무자비함 대신, 엄격함
위대한 기업들은 어쩌면 일하기 거친 면을 가진 것처럼 보이면서 실제로도 그렇다. 그런 방식을 받아들이지 못하면, 당신은 회사 생활을 지속하기 어려울 것이다. 하지만 그 기업들은 실제 무자비한 게 아니라, 엄격한 사내문화를 가지고 있을 뿐이다.
엄격해지는 법
#1 의심스러울 때에는 고용하지 말고 계속 지켜볼 것: 위대한 기업을 세운 사람은 절대적인 성장중인 어떤 위대한 기업이던간에 시장도, 기술도, 경쟁도, 제품도 없다는 것을 이해하고 있다. 단 한가지만 중요하다. 그것은 올바른 사람들을 고용하고, 충분히 유지할 수 있는 능력이다.
#2 사람을 바꿔야 할 피요성이 있을 때, 바로 실행할 것: 위대한 기업들은 최고의 경영 수준을 볼 때 다음과 같은 양극성의 패턴을 보여주었다.: 사람들은 오랫동안 버스에 머물러 있거나 아니면 서둘러 내린다. 다시말해 위대한 기업은 사람을 솎아내기 위해 버스를 더 휘젓지 않고, 잘 휘저었을 뿐이다.
#3 최고 수준의 사람들에게 가장 큰 문제덩어리를 주지 말고 가장 큰 기회를 줄 것: 이 규율에는 가장 중요한 필연적인 결과가 있다.: 당신의 문제를 떨쳐버리기로 정했을 때, 당신의 최고의 사람들을 떨쳐내버리지 말라. 이것이 변화의 작은 비밀 중 하나이다.
Chapter4_Confront the brutal facts_잔인한 현실에 마주하기
현실은 꿈보다 낫다.
위대함을 위한 비전을 추구하는 데에는 잘못이 없다. 결국, 위대한 기업들은 그 위대함을 만드는 데에 초점을 맞춘다. 하지만 다른 회사들과는 달리, 위대한 기업들은 끊임없이 잔인한 현실과 함께 위대함으로 가기 위한 길을 찾는다.
Chapter5_The hedgehog concept_고슴도치 이론
세개의 원
위대한 기업과 다른 기업의 본질적인 전략적 차이는 두개의 근본적인 차이에 있다. 첫째, 위대한 기업은 세 개의 원이라는 불리는 것에 대한 깊은 이해에서 오는 그들의 전략을 찾은 것이다. 둘째, 위대한 기업은 그들이 이해한 것을 단순한 결정형 개념으로 해석한 것이다. 그것이 고슴도치 이론이다.
Chapter6_Culture of decipline_규율 문화
자유(및 체계 안에서의 책임감)
위대한 기업들은 명확한 제약조건으로 일관된 시스템을 구축했지만, 그 시스템의 프레임워크 내에서는 사람들에게 자유와 책임을 부여했다. 그들은 관리할 필요가 없는 스스로 훈련된 사람들을 고용했으며, 사람들을 관리하지 않고 시스템을 관리했다.
Chapter7_Technology accelerator_기술 가속기
창조자가 아닌 가속기로서의 기술력
이는 우리를 이 챕터의 중심점으로 안내한다. 올바르게 사용되면, 기술이라는 것은 그 자체를 만들어내는게 아니라 추진력의 촉매제가 된다. 위대한 기업들은 선구적인 기술로의 전환을 시작한 적이 없다. 즉 만들어낸 적이 없다. 가장 간단한 이유로는 우리가 어떤 기술력이 연관 산업에 영향을 받을지 알게 되기 전까지는 그것을 좋은 용도로 사용할 수 없기 때문이다. 그것들은 고슴도치 개념의 세 개의 원에 직접적으로 연결이 되는 것들이다.
Chapter8_The flywheel and the doom loop_플라이휠과 둠뤂
"플라위휠 효과"
명확하게, 위대한 기업들은 막대한 헌신과 노력을 기울였으며 거의 예술적으로 변화를 주도해왔지만, 실제로 그것에 대해 생각하는 데에는 많은 시간을 소비하지 않았다. 이는 그들에게 완전히 투명한 개념이다. 우리는 올바른 조건 하에서 헌신, 조정, 동기 부여 및 변화의 문제가 사라져버리는 것을 배웠다. 그들은 대부분 그들 스스로를 돌본다.
Chapter 1_GOOD IS THE ENEMY OF GREAT
That's what makes death so hard-unsatisfied curiosity.
- Beryl Markham, West with the Night
Chapter 2_LEVEL 5 LEADERSHIP
You can accomplish anything in life, provided that you do not mind who gets the credit.
- Harry S. Truman
Unwavering Resolve.. to Do What Must Be Done
- It is equally about ferocious resolve, an almost stoic determination to do what needs to be done to make the company great.
- The quiet, dogged nature of Level 5 leaders showed up not only in big decision, like selling off the food-service operation or fighting corporate raiders, but also in a personal style of sheer workmanlike diligence.
The Window and the Mirror
- Level 5 leaders look out the window to apportion credit to factors outside themselves when things go well (and if they cannot find a specific person or event to give credit to, they credit good luck). At the same time, they look in the mirror to apportion responsibility never blaming bad luck when things go poorly.
Cultivating Level 5 Leadership
Professional Will
- Creates superb results, a clear catalyst in the transition from good to great
- Demonstrates an unwavering resolve to do whatever must be done to produce the best long term result, no matter how difficult.
- Sets the standard of building an enduring great company; will settel for nothing else.
- Looks in the mirror, not out the window, to apportion responsibility for poor result, never blaming other poeple, external factors, or bad luck.
Personal Humility
- Demonstrate a compelling modesty, shunning public adulation; never boasful.
- Acts with quiet, calm determination; relies pricipally on inspired standards, not inspiring charisma, to motivate.
- Channels ambition into the company, not the self; sets up successors for even greater success in the next generation.
- Looks out the window, not in the mirror, to apportion credit for the success of the company - to other people, external factors, and good luck.
Chapter 3_FIRST WHO. . .THEN WHAT
There are going to be times when we can't wait for somebody. Now, you're either on the bus or off the bus.
- Ken Kesey, from The Electric Kool-Aid Acid Test by Tom Wolfe
Not a "Genius With a Thousand Helpers"
Level 5 + Management Team (Good to Great Companies)
- LEVEL 5 LEADER -> FIRST WHO -> THEN WHAT
A "Genius With a Thousand Helpers" (Comparison Companies)
- LEVEL 4 LEADER -> FIRST WHAT -> THEN WHO
It's Who You Pay, Not How You Pay Them
- The purpose of a compensation system should not be to get the right behaviors from the wrong people, but to get the right people on the bus in the first place, and to keep them there.
Rigorous, Not Ruthless
- The good to great companies probably sound like tough places to work and they are. If you don't have what it takes, you probably won't last long. But they are not ruthless culture, they are rigorous cultures.
How to Be Rigorous
#1 When in doubt, don't hire - keep looking.
- Those who build great companies understand that the ultimate throttle on growth for any great company is no markets, or technology, or competition, or products. It is one thing above all others: the ability to get and keep enough of the right people.
#2 When you know you need to make a people change, act.
- The good to great companies showed the following bipolar pattern at the top management level: People either stayed on the bus for a long time or got off the bus in a hurry. In other words, the good to great companies did not churn more, they churned better.
#3 Put your best people on your biggest opportunities, not your biggest problems.
- There is an important corollary to this discipline: When you decide to sell off your problems, don't sell off your best people. This is one of those little secrets of change.
Chapter 4_CONFRONT THE BRUTAL FACTS
There is no worse mistake in public leadership than to hold out false hope soon be swept away.
- Winston S. Churchill, The Hinge of Fate
Facts Are Better Than Dreams
- There's nothig to wrong with pursuing a vision for greatness. After all, the good to great companies also set out to create greatness. But, unlike the comparison companies, the good to great companies continually refined the path to greatness with brutal facts of reality.
A Climate Where The Truth Is Heard
- Leadership is about vision. But leadership is equally about creating a climate where the truth is heard and the brutal facts confronted.
- All the good to great companies had a penchant for intense dialogue. Phrases like "loud debate," heated discussions," and "healthy conflict" preppered the articles and and interview transcripts from all the companies.
Unwavering Faith Amid The Brutal Facts
- In confronting the brutal facts, the good-to-great companies left themselves stronger and more resilient, not weaker and more dispirited. There is a sense of exhilaration that comes in facing head-on the hard truths and saying, "We will never give up. We will never capitulate. It might take a long time, but we will find a way to prevail."
The Stockdale Paradox
- In confronting the brutal facts, the good-to-great companies left themselves stronger and more resilient, not weaker and more dispirited. There is a sense of exhilaration that comes in facing head-on the hard truths and saying, "We will never give up. We will never capitulate. It might take a long time, but we will find a way to prevail."
Chapter 5_THE HEDGEHOG CONCEPT
Know thyself.
- Scribes of Delphi, via Plato
The Three Circles
- The essential strategic difference between the good to great and comparison companies lay in two fundamentral distinctions. First, the good to great companies founded their strateies on deep understanding along three key dimensions-what wee came to call the three circles. Second, the good to great companies translated that understanding into a simple, crystalline concept that guided all their efforts-hence the term Hedgehog concept.
- Three Circles of the Hedgehog Concept
- What you are deeply PASSIONATE ABOUT
- What you CAN BE THE BEST IN THE WORLDat
- What drives your ECONOMIC ENGINE
- Abbott Laboratories, Circuit City,Fannie Mae, Gillette, Kimberly-Clark, Kroger, Nucor, Philip Morris, Pitney Bowes, Walgreens, Wells Fargo
Understanding What You Can(and Cannot) Be The Best At
- This brings me to one of the most crucial points of this chapter: A Hedgehog concept is not a goal to be the best, a trategy to be the best, an intention to be the best, a plan to be the best. It is an understanding of what you can be the best at. The distinction is absolutely crucial.
Understanding Your Passion
- The good-to-great companies did not say, "Okay, folks, let's get passionate about what we do." Sensibly, they went the other way entirely: We should only do those things that we can get passionate about.
The Triump of Understanding over Bravado
- The good-to-great companies did not say, "Okay, folks, let's get passionate about what we do." Sensibly, they went the other way entirely: We should only do those things that we can get passionate about.
Chapter 6_A CULTURE OF DISCIPLINE
Freedom is only part of the story and half the the truth, That os why I recommend that the Statue of Liberty on the East Coast be supplanted by a Statue of Responsibility on the West Coast.
- Viktor E. Frankl, Man's Search for Meaning
Freedom(And Responsibility Whithin a Framework)
- The good-to-great companies built a consistent system with clear constraints, but they also gave people freedom and responsibility within the framework of that system. They hired self-disciplined people who didn't need to be managed, and then managed the system, not the people.
A Culture, Not a Tyrant
- Whereas the good-to-great companies had Level 5 leaders who built an enduring culture of discipline, the unsustained comparisons had Level 4 leaders who personally disciplined the organization through sheer force.
Fanatical Adherence to the Hedgehog Concept
- The good-to-great companies at their best followed a simple mantra: "Anything that does not fit with our Hedgehog Concept, we will not do. We will not launch unrelated businesses. We will not make unrelated acquisitions. We will not do unrelated joint ventures. If it doesn't fit, we don't do it. Period."
Chapter 7_TECHNOLOGY ACCELERATORS
Most men would rather die, than think. Many do.
- Bertrand Russell
Technology and The Hedgehog Concept
- Techonology-induced change is nothing new. The real question is not, What is the role of technology? Rather, the real question is, How do good-to-great organizations think differently about technology?
Technology as an Accelerator, Not a Creator, of Momentum
- This brings us to the central point of the chapter. When used right, technology becomes an accelerator of momentum, not a creator of it. The good-to-great companies never began their transitions with pioneering technology, for the simple reason that you cannot make good use of technology until you know which technologies are relevant. And which are those? Those and noly those that link directly to the three inersecting circles of the Hedgehog Concept.
The Technology Trap
- The evidence from our study does not support the idea that technological change plays the principal role in the decline of once-great companies (or the perpetual mediocrity of others). Certainly, technology is important-you can't remain a laggard and hope to be great. But technology by itself is never a primary cause of either greatness or decline.
Technology and the Fear of Being Left Behind
- Those who turn good into great are motivated by a deep creative urge and an inner compulsion for unaulterated excellence for its own sake. Those who build and perpetuate mediocrity, in contrast, are motivated more by the fear of being left behind.
Chapter 8_THE FLYWHEEL AND THE DOOM LOOP
Revolution means turning the wheel.
- Igor Stravinsky
Buildup and Breakthrough
- The good-to-great companies had no name for their transformations. There was no launch event, no tag line, no programmatic feel whatsoever. Some executives said that they weren't even aware that a major transformation was under way until they were well into it. It was often more obvious to them after the fact than at the time.
Not just a Luxury of Circumstance
- The good-to-great companies were subject to same short-term pressures from Wall Street as the comparison companies. Yet, unlike the comparison companies, they had the patience and disccipline to follow the buildup-breakthrough flywheel model despite these pressures. And in the end, they attained extraordinary results by Wall Street's own measure of success.
The "Flywheel Effect"
- Clearly, the good-to-great companies did get incredible commitment and alignment-they artfully managed change-but they never really spent much time thinking about it. It was utterly transparent to them. We learned that under the right conditions, the problems of commitment, alignment, motivation, and change just melt away. They largely take care of themselves.
The Misguided Use of Acquisitions
- Why did you good-to-great companies have a substantially higher success rate with acquisitions, especially major acquisitions? The key to their success was that their big acquisitions generally took place after development of the Hedgehog Concept and after the flywheel had built signigicant momentum. They used acquisitions as an accelerator of flywheel momentum, not a creator of it.
Chapter 9_FROM FOOD TO GREAT TO BUILT TO LAST
It is your work in life that is the ultimate seduction.
- Pablo Picasso
Core Ideology: The Extra Dimension of Enduring Greatness
- Enduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing world. This is the magical combination of "preserve the core and stimulate progress."
