Good to Great and the Social Sectors

by Jim Collins
A Monograph to Accompany Good to Great
Why Business Thinking is NOT The Answer

Amazon Link: Good to Great and the Social Sectors: A Monograph to Accompany Good to Great

Jim Collins Answers the Social Sector with a Monograph to Accompany Good to Great. 30-50% of those who bought Good to Great work in the Social Sector.

• This monograph is a response to questions raised by readers in the social sector. It is not a new book.

• Jim Collins wants to avoid any confusion about the monograph being a book by limiting its distribution to online retailers.

• Based on interviews and workshops with over 100 social sector leaders.

• The difference between successful organizations is not between the business and the social sector, the difference is between good organizations and great ones.

Contents

• Title page

• Author's Note

• Why Business Thinking Is Not the Answer

• Defining "Great"—Calibrating Success Without Business Metrics

• Level 5 Leadership—Getting Things Done Within A Diffuse Power Structure

• First Who—Getting The Right People On The Bus, Within Social Sector Constraints

• The Hedgehog Concept—Rethinking The Economic Engine Without A Profit Motive

• Turning The Flywheel—Building Momentum By Building The Brand

  • Build A Pocket Of Greatness

• Summary Differences Between Business And Social Sectors

• Good-To-Great Framework—Concept Summary

  • Stage 1: Disciplined People

    • Level 5 Leadership

    • First Who … Then What

  • Stage 2: Disciplined Thought

    • Confront the Brutal Facts—The Stockdale Paradox

    • The Hedgehog Concept

  • Stage 3: Disciplined Action

    • Culture of Discipline

    • The Flywheel

  • Stage 4: Building Greatness To Last

    • Clock Building, Not Time Telling

    • Preserve the Core and Stimulate Progress

• Notes

• About The Author

“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker

The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure …

“Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context

These pages are attention directing tools for navigating a world moving toward unimagined futures.

It’s up to you to figure out what to harvest and calendarize
— working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern) — nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what you’ve rejected.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise. A site exploration starting point

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