W h y s o m e c o m p a n I e s m a k e t h e

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Good-to-Great

C OM PARA TI V EA NA L Y SE SF RAM E WORKS
V ER S USO UT SIDE CEO ANALYSIS
Good-to-Great Companies

T e ch no logy Analysis
This unit examined the role of technology, drawing largely upon executive interviews and written source materials
1. Pioneering applications of technology.
2. Timing of technology.
3. Criteria for selection and use of specific technologies.
4. Role of technology in decline of comparison companies.
C OM PARA TI V EA NA L Y SE SF RAM E WORKS
Finally, in addition to the above, we performed a number of comparative analyses frameworks as we moved through the project. These were less detailed analyses than those above, although they all did derive directly from the research evidence. They included The use of bold corporate moves Evolutionary versus revolutionary corporate process Executive class versus egalitarianism Causes of decline in once-great comparison companies
Three-circle analysis and fit with core values and purpose

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Appendix
Length of buildup period before breakthrough Timing of Hedgehog Concept with breakthrough date Core business versus Hedgehog Concept analysis Succession analysis and success rates of successors Role of leadership in the decline of once-great comparison companies

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V ER S USO UT SIDE CEO ANALYSIS
The following tables show the total number of inside versus outside CEOs within each company. For each good-to-great company, we examined all the
CEOs from ten years prior to the transition date to 1998. For the direct comparison company, we did the same analysis, using the corresponding good-to-great company's transition date. For each unsustained comparison company, we examined the period from ten years prior to its attempted transition date to 1998. We counted any CEO who had been with the company for one year or less as an outsider.
Good-to-Great
Companies
Abbott Circuit City Fannie Mae Gillette
Kimberly-Clark Kroger
Nucor Philip Morris
Pitney Bowes
Walgreens Wells

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