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Jim Collins的从优秀到卓越英文版
Chapter 8 : The Flywheel and the Doom Loop
In this chapter Collins takes the notion of the flywheel concept one step further. He emphasizes that when companies went from good to great there was “no miracle moment”. No technological breakthrough. No special announcement. Rather, the accumulated effect of dedicated work finally blossoming on an exploding basis. These findings are in alignment with what Napoleon Hill wrote in Think and Grow Rich decades ago. He said, “The most successful people have a burning desire for a particular purpose”. Success didn’t come overnight, even though it may have appeared that way to outsiders. Dedication and commitment to purpose builds people and companies of great wealth. Similarly, this flywheel can work in reverse, which Collins refers to as the “doom loop”.
The Flywheel and The Doom Loop
Good-to-great transformations often look like dramatic, revolutionary events to those observing from the out-side, but they feel like organic, cumulative processes to people on the inside. The confusion of end outcomes (dramatic results) with process (organic and cumulative) skews our perception of what really works over the long haul. Those companies had no name for their transformations; there was no launch event, no tag line, no programmatic feel whatsoever. There was, in other words, no miracle moment in the transformation of each company from good to great.
Each went through a quiet, deliberate process of figuring out what needed to be done to create the best future results, then they simply took those steps, one by one over time, until they hit their breakthrough moments.
The Flywheel Effect
Their successes can be seen in the following illustration: Imagine an enormous, heavy flywheel — a massive disc mounted horizontally on an axle, measuring 30 feet in diameter, two feet in thickness and 5,000 pounds in weight. In order to get the flywheel moving, you must push it. Its progress is slow; your consistent efforts may only move it a few inches at first. Over time, how-ever, it becomes easier to move the flywheel, and it rotates with increasing ease, carried along by its momentum. The breakthrough comes when the wheels own heavy weight does the bulk of the work for you, with an almost unstoppable force. Each of the good-to-great companies experienced the flywheel effect in their transformations. The first efforts in each transformation were almost imperceptible. Yet, over time, with consistent, disciplined actions propelling it forward, each company was able to build on its momentum and make the transformation — a build-up that led to a breakthrough. The momentum they built was then able to sustain their success over time. These companies understood a simple truth: Tremendous power exists in the fact of continued improvement and the delivery of results. Point to tangible accomplishments —
however incremental at first — and show how those steps fit into the context of an overall concept that will work. When this is done in such a way that people see and feel the buildup of momentum, they will line up with enthusiasm. This is the real flywheel effect. When a leader lets the flywheel do the talking, he or she does not need to fervently communicate the organizations
goals — people can just extrapolate from the momentum of the flywheel for themselves. As people decide among themselves to turn the fact of potential into the fact of results, the goal almost sets itself. People want to be part of a winning team, producing visible, tangible results. 
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The Doom Loop
Other companies exhibited very different patterns. Instead of a quiet, deliberate process of figuring out what needed to be done, then doing it, these companies frequently launched new programs — often loudly, with the aim of “motivating the troops” — only to see those programs fail to produce sustained results. They pushed the flywheel in one direction, stopped, changed course and pushed it in a new direction, a process they repeat-ed continually. After years of lurching back and forth, these companies failed to build sustained momentum and fell into what could be termed the doom loop.
Are You on the Flywheel or in the Doom Loop?
How can you tell if your organization is on the fly-wheel, or in the doom loop? Consider the following:
You’re on the flywheel if you—
􀂾Follow a pattern of buildup, leading to break-through.
􀂾Confront the brutal facts to see what steps must be taken to build momentum.
􀂾Attain consistency with a clear Hedgehog Concept, staying within the three circles.
􀂾Follow the pattern of disciplined people, thought and action.
􀂾Harness appropriate technologies to your Hedgehog Concept, to accelerate momentum.
􀂾Spend little energy trying to motivate or align people; the momentum of the flywheel is infectious.
􀂾Maintain consistency over time.

You’re in the doom loop if you—
􀂾Skip buildup and jump right into breakthrough.
􀂾Implement big programs, radical change efforts, dramatic revolutions and chronic restructuring.
􀂾Embrace fads and engage in management hoopla, rather than confront the brutal facts.
􀂾Demonstrate chronic inconsistency, lurching back and forth and straying outside the three circles.
􀂾Jump right into action, without disciplined thought, or first getting the right people on the bus.
􀂾Spend a lot of energy trying to align and motivate people, rallying them around new visions.

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􀂾Sell the future to compensate for lack of results in the present.

The Flywheel and the Doom Loop are metaphors for demonstrating how great companies start out slowly and methodically yet eventually reach the sustained momentum needed for breakthrough results. In this chapter Collins shows how each of the companies on the good to great list went through a period of buildup before it achieved breakthrough success. Companies that moved too quickly, and tried to skip the buildup phase, often saw their success shrivel and fade away. Those that underwent a steady changeover phase, followed by careful implementation, went on to achieve great things.
Sustainable transformations follow a predictable pattern of buildup and breakthrough. Like pushing on a giant, heavy flywheel, it takes a lot of effort to get the thing moving at all, but with persistent pushing in a consistent direction over a long period of time, the flywheel builds momentum, eventually hitting a point of breakthrough.

Jim Collins的从优秀到卓越英文版
Chapter 9 : From Good to Great to Built to Last
In this concluding chapter, Collins attempts to integrate the findings in his two books. What he tells us is that Built To Last is the sequel to Good To Great. It is about great companies that have sustained themselves. The principal of Good To Great, helps build great companies and the principals of Built To Last help sustain them. He reminds us that in order to build sustaining companies we must “discover our core values and purpose beyond just making money” and combine this with the dynamic of the preserve growth/stimulate progress. In this chapter, Collins raises the most interesting question of all. That is “why be a great company”? His response:
1) It’s no harder given these ideas than being just a good company. It is just a shift in energy, not an additional expenditure of it.
2) doing so helps us in our search for meaningful work and
3) to have a meaningful life

He also stresses the importance of continuous improvement and how critical it is that a great company has the right people in place. When it comes time for the CEO to step aside, it’s very important that someone with similar vision be properly prepared to take his place. In those companies that fail to achieve greatness, the new CEO is usually someone from the outside who doesn’t really have a good feel for the business that he is about to run. This upsets the system, and more often than not, it leads to a sharp decline in corporate value. There are several appendices at the end of the book, and they help to illustrate the process that was used to determine which companies would make the cut, along with a list of other companies that almost made the cut. The appendices cover about 40 pages, and they are made up mostly of numeric comparisons and facts.

Jim Collins的从优秀到卓越英文版
Learnings From "Good To Great"
--Ten out of eleven good-to-great company leaders or CEOs came from the inside. They were not outsiders hired in to ‘save’ the company. They were either people who worked many years at the company or were members of the family that owned the company. Strategy per se did not separate the good to great companies from the comparison groups.
--Before answering the “what” questions of vision and strategy, ask first “who” are the right people for the team.
--Comparison companies used layoffs much more than the good-to-great companies. Although rigorous, the good-to-great companies were never ruthless and did not rely on layoffs or restructuring to improve performance
-- There is no link between executive compensation and the shift from good to great.
--The purpose of compensation is not to 'motivate' the right behaviors from the wrong people, but to get and keep the right people in the first place. The old adage “People are your most important asset” is wrong. People are not your most important asset. The right people are. Get the right people on the bus. Get the wrong people off the bus. Be sure everyone is in a seat that suits them. Collins says that the right people are your best asset. Let them choose their own song. 99 Bottles Of Beer On The Wall, or whatever...
--Whether someone is the right person has more to do with character and innate capabilities than specific knowledge, skills or experience.
--Let the right people discover something your company can be great at. (This won't always work for ultra-small companies-- by the time you have the right people and are paying them, you'll be out of money before anyone figures out what you should be doing!)
-- Good-to-great transformations did not need any new name, tagline, or launch program. The leap was in the performance results, not a revolutionary process. Greatness is not a function of circumstance; it is clearly a matter of conscious choice.
--Good-to-great management teams consist of people who debate vigorously in search of the best answers, yet who unify behind decisions, regardless of parochial interests.
--Good-to-great companies paid little attention to managing change or motivating people. Under the right conditions, these problems naturally go away.
--Choose something that the company can be passionate about. Passion isn't dictated, it's discovered.
--Find your best single measure of profitability. Collins asks: If you could maximize profitability per x, what x would have the biggest long-term impact on your company's success? Then, stay focused on improving that one key ratio.
--Stop making 'to do' lists. Start making "stop doing" lists. Stop doing anything that doesn't fit within your inner rodent.
--Technology has nothing to do with the transformation from good to great. It may help accelerate it but is not the cause of it
--Mergers and acquisitions do not cause a transformation from good to great.
--Know that you will succeed in the end. Have faith in your company's destiny. But, realize it might take many years that really suck to get there. Collins says you must confront the brutal 
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facts of your company's reality --Discover your core values and purpose beyond simply making money and combine this with the dynamic of preserve the core values - stimulate progress, as shown for example by Disney. They have evolved from making short animated films, to feature length films, to theme parks, to cruises, but their core values of providing happiness to young and old, and not succumbing to cynicism remains strong.
-- Enduring great companies don’t exist merely to deliver returns to shareholders. In a truly great company, profits and cash flow are absolutely essential for life, but they are not the very point of life. If you’re doing something you care deeply about and if you believe in it, it’s impossible to imagine not trying to make it great.

Jim Collins的从优秀到卓越英文版
Critique :
Ever wonder what makes some companies stand out from the rest of the pack? Ever wonder why they seem to come out of nowhere? In? Good to Great: Why Some Companies Make the Leap... and Other Don't? Jim Collins explains both why and how the magic happens. Collins put forth quite an extensive study of a very select group of companies based on stock performance over many years, each with a similar control company in a similar starting position to compare to. He studied the companies and interviewed enough of the employees and CEO to get a feel for them inside and out. The conclusions based on the data he collected and its analysis is quite astounding. Jim himself says he was very surprised by the outcome. See, one of the variables he initially tried to minimize ended up being the critical difference between the good and the great...the companies' leaders. Mr. Collins sets out to show what a company must do in order to make the huge, all-important leap from a so-so company to a superb company. (The leap, in my opinion, can be seen as similar to that of John Travolta’s career path from Welcome Back Kotter to current day status.) Starting with 1,435 Fortune 500 companies, Collins shaves the list down, using the criteria of stock price over fifteen years, until he settles on eleven “great” companies. After researching this handful of companies, the author draws conclusions about how all companies can make a similar transition. His findings fall into three categories: disciplined people, disciplined thought, and disciplined action.
The first step, disciplined people, begins with a “Level 5 Leader” – a humble yet ambitious leader focused on the constant growth of the company with little regard to her own needs. This fearless leader must then surround herself with the right people – not just qualified individuals but skilled people who are right for their job and for the organization. By choosing the proper person to run the company and by filling the company with employees who should be “on the bus,” the author envisions a company that can be driven in the right direction.
Once you have the right people in the organization, Collins says the people must all work toward a company managed by disciplined thought. All the people “on the bus” must confront the facts – good and bad – of the organization. By accepting the negative company news with a realistic attitude while still looking to conquer these problems, the disciplined people move the company forward, says Collins. The next step is to ensure that the company finds it’s all-important “hedgehog concept” – Collins’ cute term for the core business concept of the company. By finding the overlap of what you are passionate about, what you can be best at in the world and what drives your economic engine, the author lays out a general plan for how to find out what your hedgehog is. After getting the right people and the right frame of mind, Collins suggests the final step - development of a disciplined company culture. This culture should bring, according to 
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the author, an entrepreneurial spirit that increases productivity while lessening bureaucracy. Finally, with all other pieces of the puzzle in place, the company should recognize that technology is not the lynchpin to any company’s success, but it can be used as an accelerator of greatness. After conquering these three areas – people, thought and action – the company can, as Collins describes, slowly pick up momentum until it is a strong and great sustainable company. However, there are some extremely valid and interesting points that the author exhibits from his research that are worth revisiting. His studies reinforce the idea that the success of anything in life, especially in business, comes down to the right people. When the people who will truly be happy in the organization are firmly established, they will lead to powerful advances. Secondly, Collins reinforces the idea that the culture of the organization, when properly handled, is essential to creating positive growth in the company. By invigorating an entrepreneurial spirit, the company can only get stronger. If nothing else, these steps - toward trust in your employees - seem crucial to any organization.

Jim Collins的从优秀到卓越英文版
In addition, Collins does discover several interesting facts along the way, including the idea, (that has been discussed in detail in the new book, In The Company of Owners: The Truth About Stock Options and Why Every Employee Should Have Them) that the level of executive compensation does not correspond to the level of a great company. In fact, the author shows that with all the great companies, it was more important to instill the right culture in the company then to create the best executive compensation packages. Another interesting point Collins introduced was the idea that of all the companies that were deemed great, not one of the CEOs was well-known. It is somehow comforting that those retired CEOs, who have written multiple autobiographies and collected on their immense severance packages, have not, according to the author, done as much for their companies as the quiet yet effective CEO of the great companies. The warm and fuzzy feeling rises a level when one recognizes the possibility to be great without being born as Lee Iacocca.
The book overall is well-written, easily followed with great anecdotes and simple diagrams. However, I do think everyone can find something of value in Good to Great. As instructive as Collins' research is, his book isn't perfect. He uses just one gauge to measure a company's greatness: its share price over 15 years. He points out that he picked a long time frame to edit out one-hit wonders, but as we've seen from the phenomenal upsurge and subsequent bust in the Internet and telecom sectors, stock prices may not be the best way to judge a company's real and lasting nature. The market leaders are not always share-price superstars or profit leaders. Also, a few of the Good to Great companies no longer seem so great. Nucor Corp., for example, had a spectacular run from 1975 to 1990, when the steelmaker's share price rose 5.16 times as rapidly as the overall market. Over the next 10 years, however, Nucor trailed every major stock index, as it has gone through four CEOs. Gillette, too, has been on a steady decline since early 1998, and Wells Fargo was taken over that same year. So much for its legacy. Still, it's clear that Collins has found a clutch of companies that did transform themselves from so-so to outstanding for at least a 15-year run. And he makes a reasoned argument for how this occurred. Management how-to books can be as faddish as pop music. But Collins again has written a book that seems built to last. The book overall is well-written, easily followed with great anecdotes and simple diagrams and therefore I do think everyone can find something of value in Good to Great.
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