Good to Great 1920s: Cartoons 1930s: Full-length feature animation 1950s: Television, Mickey Mouse Club 1960s: Theme parks 1980s: International the Progress at Walt Disney Company,
G O OD B HAGS, BAD B HAGS, AND OTHER C ONCE PT U ALL INKS In the table on page
198,
I've outlined a sketch of conceptual links between the two studies.
As a general pattern, the Good-to-Great ideas appear to lay the groundwork for the ultimate success of the Built to Last ideas. I like to think of Good to Great as providing the core ideas forgetting a flywheel turning from buildup through breakthrough, while Built to Last outlines the core ideas for keeping a flywheel accelerating long into the future and elevating a company to iconic stature. You will notice in examining the table that each of the Good-to-Great findings enables all four of the key ideas from Built to Last. To briefly review, those four ideas are
1.
Clock Building, Not Time Telling. Build an organization that can endure and adapt through multiple generations of leaders and multiple product life cycles the exact opposite of being built around a single great leader or a single great idea.
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Jim 2. Genius Embrace both extremes on a number of dimensions at the same time. Instead of choosing A ORB, figure out how to have A AND B purpose AND profit, continuity AND change,
freedom AND responsibility, etc.
3. Core Ideology. Instill core values (essential and enduring tenets) and core purpose (fundamental reason for being beyond just making money) as principles to guide decisions and inspire people throughout the organization over along period of time.
4. Preserve the Progress. Preserve the core ideology as an anchor point while stimulating change, improvement, innovation, and renewal in everything else. Change practices and strategies while holding core values and purpose fixed. Set and achieve consistent with the core ideology.
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