Six Processes To Become An Excellent Company

The pformation from excellence to excellence is never achieved overnight.

A good company is not built on a decisive action, a great plan, a killer creative idea, a good luck, or a flash of inspiration.

On the contrary, the process of pformation seems to push the big wheel forward in one direction without ceasing. The wheel keeps turning, accumulating more and more kinetic energy, and finally has a breakthrough in the turning point.

A is excellent, and a + refers to excellence.

Last year, a management book called "GoodtoGreat" was widely praised for its top ranking in BusinessWeek, Harvard Business Review, New York Times and Amazon's bestseller list.

By comparing a group of excellent companies and general enterprises, the book sums up the law of upward upgrading of enterprises.

When we study the journey of "excellent to excellent" companies and control companies, we constantly question: "what is the difference?"

For example, the star of the airborne enterprise can not lead the company from excellence to excellence.

Of the 11 companies from "excellence to excellence", 10 of CEO's companies have been promoted through internal promotion.

However, the ratio of airborne companies to CEO was 6 times that of control companies.

We find that there is no correlation between executive pay and excellent companies.

That is to say, our data do not support the popular view of the industry that the salary structure of the senior executive is the main driving force for the company to improve its performance.

There is not much difference in strategy between companies and control companies from excellence to excellence.

Two groups of companies have clear strategies. There is no evidence that companies from excellence to excellence spend more time in long-term strategic planning than control companies.

The company from excellence to excellence does not focus on how to become an excellent company. They also spend time thinking about what should be done and what should be stopped.

Technology driven change can not detonate the pition from excellence to excellence.

Technology can drive change, but technology alone can not change it.

Mergers and acquisitions can not lead to the pformation from excellence to excellence. After the marriage of two mediocre large enterprises, it is still impossible to become an excellent company.

The company from "excellence to excellence" does not care much about management changes, motivate employees, or create an atmosphere of unity.

Because they believe that when sufficient conditions are met, loyalty, unity, motivation and change are no longer a problem.

A company from "excellence to excellence" will not take a name or organize an event to symbolize the process of pformation. Indeed, some companies did not even realize the magnitude of the change at that time.

They revolutionized the process through non revolutionary processes.

Most of the companies from excellence to excellence are not excellent industries, but some industries are in bad condition.

No company is riding a free ride, just sitting on top when the rocket is soaring.

Excellence is not caused by environment. Excellence is mostly the result of conscious choice.

If the process of pforming the enterprise into a process of accumulating strength and then by leaps and bounds, the concept of the entire conceptual framework is what we call "flywheel", which grasped the form of the whole process of "from excellence to excellence".

Its stages include: Fifth levels of Leadership: we are very surprised when we find the leadership style needed to push forward the change. We are shocked to say it more appropriately.

Compared with business leaders who are full of media and social celebrities, these CEO are just like aliens.

They are usually silent, introverted, not fond of fame, or even a little shy. Their humility is a combination of their personal characteristics and indomitable professionalism.

We first look for the right people and decide what to do. We originally thought that leaders from excellent to excellent leaders must first put forward new visions and formulate new strategies at the beginning of their new duties, only to find that they were busy finding suitable people to get on the train, asking the unqualified people to get off the car, and putting the right people on the right seats before deciding which direction to drive.

There is a common saying in the business world: "employees are your most important assets."

This is not true. Employees are not your most important assets. The right person is your most important asset.

In the face of the harsh realities, we must never lose heart: the lesson we learned from people who have been prisoners of war may be far better than how to pursue excellence.

Every company from excellence to excellence holds a spirit of strict discipline and courage to face the most brutal reality. But at the same time, with a firm belief, no matter how big it is, we believe that we will be able to last until the end.

The principle of Hedgehog: to pform from a good company into an excellent company, we must first overcome the curse of ability.

This is your core business just because you have been doing this business for many years or even decades, but it does not necessarily mean that you can do better than others.

If your core businesses can't become the world's top companies, it is impossible for them to leap to excellence.

The culture of discipline emphasizes discipline: every company has its own culture, some companies discipline, but few companies emphasize discipline in culture.

When employees are disciplined, they no longer need to be regulated at all levels; when thinking is disciplined, they no longer need bureaucratic constraints; when action is disciplined, they no longer need too much control.

With the emphasis on discipline culture and entrepreneurship, you get the magic power to excite excellence.

Technology is the accelerator: the role of technology in "excellence to excellence" has different ideas.

They never regard technology as the main force to drive change, but they can take the lead in applying the selected technology first.

We find that technology alone is never the main cause or root of enterprise excellence or decline.

Those who have initiated dramatic changes and organizational restructuring have hardly succeeded in promoting excellent companies to become excellent companies.

No matter how impressive the reform is, the pformation from excellence to excellence is never achieved overnight.

A good company is not built on a decisive action, a great plan, a killer creative idea, a good luck, or a flash of inspiration.

On the contrary, the process of pformation seems to push the big wheel forward in one direction without ceasing. The wheel keeps turning, accumulating more and more kinetic energy, and finally has a breakthrough in the turning point.

It is a process from excellence to excellence, and the ultimate goal of an enterprise should be evergreen.

Enterprises that are capable of everlasting prosperity must have core values, not only want to make money, but also maintain core values on the one hand, and continue to stimulate progress on the other.

In other words, we must "from excellent to excellent", to "maintain excellent performance", to "the concept of Evergreen Foundation" to "sustainable excellent business model".