A Culture of Discipline Good to great: chapter 6

Creative Discipline

Purpose of bureaucracy: Compensate for incompetence and lack of discipline

Alternative to bureaucracy and hierarchy: A culture of discipline with an ethic of entrepreneurship

Freedom & Responsibility within a Framework

Airplane Pilots: A strict system balanced by responsible choice

Give people the freedom to choose within constraints

Hire self-disciplined people who don't need to be managed

Disciplined Action

A result of disciplined people thinking disciplined thoughts

Within a system designed around the Hedgehog Concept

Greatness requires the discipline to rinse your cottage cheese or sell the jet

Unsustained Comparisons

Level 5 leaders build an enduring culture of discipline

Level 4 leaders personally discipline organizations through sheer force

Every unsustained comparison rose under a tyrannical disciplinarian

Ex: Lee Iacocca, CEO of Chrysler

Fanatical Adherence

Good-to-great company mantra:

Anything that does not fit with our Hedgehog Concept, we will not do. . . . If it doesn't fit, we don't do it. Period

Comparison companies lacked the discipline to either understand or stay within the 3 circles

Saying No

More discipline regarding the 3 circles: More growth opportunities

"Once-in-a-lifetime opportunities" are irrelevant if they don't fit in the 3 circles

A Stop Doing List

Good-to-great companies used "stop doing" lists as much as "to do" lists

Disciplined Budgeting: What gets full funded vs. what gets no funding

Ex: Kimberly-Clark didn't simply reallocate resources

Thank You


Created with images by kevin dooley - "Business."

Made with Adobe Slate

Make your words and images move.

Get Slate

Report Abuse

If you feel that this video content violates the Adobe Terms of Use, you may report this content by filling out this quick form.

To report a Copyright Violation, please follow Section 17 in the Terms of Use.