...April 9, 2012 Visionary and Enduring Companies Jerry Porras’ video about leadership and vision was thought provoking. The last few years of my college education; I’ve learned that there are many different philosophies, theories and leadership models or styles that you should follow to be a great leader. So I thought that this was another motivational speech that would rally your thoughts and give you the drive or foresight to be the best leader. Instead he made me think and I answered the simple basic questions he posed. When Porras talked about leadership, he asked simple questions, as a leader where do you see yourself or the world in the future, and how does it affect the way you lead? Porras’ co-wrote a book called “Built to Last” which studied the fundamental differences about visionary companies and how they differ from other companies. A visionary company is a company that had or has a significant impact on the world. It is also a company that is widely admired by its peers and that it has a long track record of success. It also has multiple generations of leaders, product growth and a successful industry cycle. An enduring company is defined as a company that is thriving and doing well for at least a period of ten years. Porras talked about companies who in the beginning where small, then grew to medium and continued to grow. These companies had to endure the pain of ups and downs and turbulent times but in the long run they remained...
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...Built to Last (Best of the Best) Built to Last: Successful Habits of Visionary Companies is a book written by Jim Collins and Jerry I. Porras.. It was published in the Year 1994. This Book is a result of Six year research project how visionary companies are established. While reading this book, I found that there are 2 objectives No.1 to learn the characteristics of Visionary companies 2. To highlight the practical and analytical and logical approach of doing a research so that they influence the practice of management. This Book will also be helpful for those people who have a certain vision in their minds of establishing their business. The research is based on true and practice examples with thorough research work. It is said to be one of the most influential books with respect to management. In the 1st Chapter Best of Best it clearly defines what a visionary company is. According to Author the company is a visionary company who has a clear mission of making money and making people happy. It is also combined with core values and pertaining big goals. He also says that that they are established before 1950’s. , well admired by knowledgeable people, have gone through multiple product or service life cycles. I completely agree that a visionary company has to have clear goals and the ability to sustain them. But it is not necessary that it should be established before 1950. There are visionary companies that established after 1950. For example Reliance Industries, It was founded...
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...and Management Core Ideology Core ideology, core purpose, envisioned future – these are the essentials that constantly reminds us of who we are and where we’re going. Having read the article “Building Your Company’s Vision” by James C. Collins and Jerry I. Porras makes me want to think of doing things that contribute to the general welfare rather than doing things because I just have to. It gives me purpose and something that keeps me going. It gives me reasons to love what I do and to pursue excellence in order that I may fulfill my purpose and satisfy my personal needs that goes beyond the salary, needs that seek deeper than what it looks on the outside. It defines mine and the organization’s being linked together. The companies that have been mentioned have long been recognized successful and famous in their own industry and this article explains why they are where they are now. Such motivational stories would be of great help to those organizations who seek improvement and development in their structure as a whole. Keeping up with this dynamic world isn’t easy and every organization needs something to hold on so they won’t lose their balance and just fall off from the cliff where they stand. One wrong move and everything will be messed up. This gives them the core that is unchanging, the core that is permanent and lives within the organization, the people, and everything is geared because of that certain thing. This article stresses the importance of...
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...[22:02:48] simas: Goal 1 [22:02:51] simas: Goal 2 [22:02:55] simas: and Goal 3 [22:02:59] simas: :) by eli goldratt [22:03:13] simas: than [22:03:17] simas: The choice [22:03:20] simas: by the same author [22:03:25] simas: :) a bit much harder [22:03:26] simas: read [22:03:35] simas: actually not an easy [22:03:36] simas: way [22:03:43] simas: read [22:03:47] simas: not way [22:03:56] simas: but still interesting [22:04:15] simas: Funky business [22:04:21] simas: i think there are 2 books [22:04:23] simas: funky business [22:04:26] simas: and funky business 2 [22:04:27] simas: :D [22:04:40] simas: han how to clone a blonde i think its called this way [22:04:45] simas: tipping oint [22:04:47] simas: point [22:05:05] Lusya: oki doki, these all sounds grrrreat! [22:05:22] simas: Who moved my chease [22:05:25] simas: ? [22:05:41] simas: Than [22:06:02] simas: Purple cow [22:06:03] Lusya: you read all of the above?! [22:06:07] simas: yeah [22:06:13] simas: maybe 1 or 2 books i havent [22:06:22] simas: dont remmber need to re read [22:06:24] simas: :D [22:06:29] Lusya: wow [22:06:45] Lusya: book possessed u r lol [22:06:54] simas: I read them during the years [22:06:55] simas: :)) [22:06:59] simas: soo not all now [22:07:00] simas: :)) [22:07:02] simas: but yeah [22:07:05] simas: let me se there are more [22:07:15] Lusya: very well done man, no seriously [22:11:41] simas: Now [22:11:42] simas: a [22:11:46] simas: list of books i did not read ...
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...Good to Great: Why Some Companies Make the Leap... and Others Don’t ‘Good things take time, but great things happen all at once.’ – Rat Race. Jim Collins counters criticisms on Built to Last with Good to Great, by unfolding sought-after information on how to turn a company into a great one. ‘Good to Great: Why Some Companies Make the Leap…and Others Don’t’ written by Jim Collins in 2001 is the outcome of a rather ambitious research project. Collins and his team studied 11 companies, chosen out of 1,435 companies, which were able to transform themselves from ‘good’ companies to ‘great’ companies. These 11 companies were included based on at least 15 years of advanced performance. The research demonstrates the course of action that ‘good’ companies take on their journey to becoming ‘great’. Jim Collins began his research as a Stanford Graduate School of Business faculty member. At Stanford University, Collins has degrees in mathematics and business administration, as well as degrees from the University of Colorado and the Peter F. Drucker Graduate School of Management at Claremont Graduate University. In 1995, he founded a management laboratory in Boulder, Colorado where he continues to perform research and discuss his findings with executives from social and corporate areas. Collins has worked with CEOs in several companies and social sector organizations. He is the author and co-author of five books that revolve around his research including Built to Last, with Jerry I. Porras...
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...Romero. The book is entitled Built to Last: Successful habits of Visionary companies By Jim Collins and Jerry Porras, published by HarperCollins Publishers. Built to Last is a blueprint for building organizations that will endure long into the twenty-first century. "This is not a book about charismatic visionary leaders. It is not about visionary product concepts or visionary products or visionary market insights. Nor is it about just having a corporate vision. This is a book about something far more important, enduring, and substantial. This is a book about visionary companies." So write Jim Collins and Jerry Porras in this groundbreaking book that shatters myths, provides new insights, and gives practical guidance to those who would like to build landmark companies that stand the test of time. Drawing upon a six-year research project at the Stanford University Graduate School of Business, Collins and Porras took eighteen truly exceptional and long-lasting companies -- they have an average age of nearly one hundred years and have outperformed the general stock market by a factor of fifteen since 1926 -- and studied each company in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day -- as start-ups, as midsize companies, and as large corporations. Throughout, the authors asked: "What makes the truly exceptional companies different from other companies?" Collins and Porras go beyond the incessant barrage of management...
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...distinctive habits of companies of enduring greatness. In the words of the authors, “Visionary companies are premier institutions – the crown jewels – in their industries, widely admired by their peers, and having a long track record of making a significant impact on the world around them.” Visionary leaders and breakthrough ideas come and go, but visionary companies survive the transitions. The “successful habits” of the visionary companies were observed in comparison to “silver medalist” companies in the same industry. Both the visionary and comparison companies outperformed the market, but the visionary companies demonstrated extraordinary long-term results. The tandems most frequently referenced in the book are GE/Westinghouse, HP/Texas Instruments, Motorola/Zenith, P&G/Colgate, Merck/Pfizer, and Wal-Mart/Ames. These comparisons dispelled commonly held myths regarding the nature of exceptional companies. Myth Reality 1 It takes a great idea to start a great company Visionary companies did not demonstrate early success 2 Visionary companies require great and charismatic visionary leaders Leaders of visionary companies were focused on building great institutions as opposed to building their individual reputations 3 The most successful companies exist first and foremost to maximize profits Visionary companies are characterized by the pursuit of multiple priorities only one of which is making money. 4 Visionary companies share a common subset...
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...Core ideology, core purpose, envisioned future – these are the essentials that constantly reminds us of who we are and where we’re going. Having read the article “Building Your Company’s Vision” by James C. Collins and Jerry I. Porras makes me want to think of doing things that contribute to the general welfare rather than doing things because I just have to. It gives me purpose and something that keeps me going. It gives me reasons to love what I do and to pursue excellence in order that I may fulfill my purpose and satisfy my personal needs that goes beyond the salary, needs that seek deeper than what it looks on the outside. It defines mine and the organization’s being linked together. The companies that have been mentioned have long been recognized successful and famous in their own industry and this article explains why they are where they are now. Such motivational stories would be of great help to those organizations who seek improvement and development in their structure as a whole. Keeping up with this dynamic world isn’t easy and every organization needs something to hold on so they won’t lose their balance and just fall off from the cliff where they stand. One wrong move and everything will be messed up. This gives them the core that is unchanging, the core that is permanent and lives within the organization, the people, and everything is geared because of that certain thing. This article stresses the importance of having core ideology and core purpose...
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...The halo effect refers to a bias whereby the perception of a positive trait in a person or product positively influences further judgments about traits of that person or products by the same manufacturer. One of the more common halo effects is the judgment that a good looking person is intelligent and amiable. There is also a reverse halo effect whereby perception of a negative or undesirable trait in individuals, brands, or other things influences further negative judgments about the traits of that individual, brand, etc. If a person "looks evil" or "looks guilty" you may judge anything he says or does with suspicion; eventually you may feel confident that you have confirmed your first impression with solid evidence when, in fact, your evidence is completely tainted and conditioned by your first impression. The hope that the halo effect will influence a judge or jury is one reason some criminal lawyers might like their clients to be clean-shaven and dressed neatly when they appear at trial. The phrase was coined by psychologist Edward Thorndike in 1920 to describe the way commanding officers rated their soldiers. He found that officers usually judged their men as being either good or bad "right across the board. There was little mixing of traits; few people were said to be good in one respect but bad in another."* The old saying that first impressions make lasting impressions is at the heart of the halo effect. If a soldier made a good (or bad) first impression on his...
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...Entrepreneurial Case Profiles of Two Visionaries: Bill Gates and Steve Jobs Two men who gave their hearts and souls to developing their visions have driven the personal computer (PC) revolution. However, the way in which either of these men went about this quest has been different. Steve Jobs and Bill Gates have changed the way the world does business, but the story of their leadership styles is even more compelling than the success and innovation spawned by Apple and Microsoft. Bill Gates versus Steve Jobs: The Early Years Bill Gates started developing his computer skills with his childhood friend Paul Allen at Lakeside School in Seattle. At the- age of 14, the two had formed their first computer company. After high school, AIlen and Gates left Seattle for Boston. Gates went off to Harvard and Allen began working for Honeywell. After only two years at Harvard, Gates and Allen left Boston for Albuquerque to develop language, for the new Altair 8080 PC. This computer language would become BASIC and the foundation for Microsoft, which was created as a partnership in 1975. After five years in New Mexico, Microsoft relocated to Bellevue, Washington, in 1990 with BASIC and two other computer languages (COBOL and FORTRAN) in its arsenal. Later that year, IBM began developing its first PC and was in need of an operating system. Microsoft developed the Microsoft disk operating system (MS-DOS) for IBM while two other companies created competing systems. Gate’s determination and...
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...Apple Case Study Apple Computer Introduction: Apple Computer began it’s existence on April Fools Day in 1976 when two young men decide to sell a computer that one of the men designed. Steve Wozniak (Woz) had designed a personal computer that he and Steven Jobs built together. Woz had not even considered that idea of anyone wanting to buy it, however Jobs had a vision to introduce it to the public for sale. Woz and Jobs started the Apple Company in Jobs garage and from there it has blossomed into a billion dollar company. “Apple Computer is committed to bringing the best personal computing experience to students, educators, creative professionals and consumers around the world through its innovative hardware, software and Internet offerings”(Apple). Apple uses differentiation strategy by seeking to be unique in its industry as well as being cost competitive. SWOT Analysis: The chart below identifies Apple’s SWOT analysis. Listed are some of their strengths, weaknesses, opportunities, and threats. Strengths Weaknesses Opportunities Threats CEO Steve Jobs Program Compatibility Education sector Competition in technology Brand recognition Few Strategic Alliances Intel chips Product substitutes Good support systems Leadership Music industry Economic conditions Tech-savvy design PC market Innovativeness Law suits Strengths: CEO Steven Jobs was the visionary of the company when Apple Computers was formed. He saw that the personal computers could be sold to the public...
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...prosperity of Apple. Must dwell on the strategy of reliability and sustainability. Sustaining strategic change | 15 | (b) | Reveal the characteristics of a visionary leader – relate corporate strategies to corporate vision. Cite right-and wrong strategies and practically link to visionary leaders – mission and strategic direction. | 10 | (c) | The strategic notion of creativity, the birth of invention. Demonstrate comprehension of innovation and pioneering, the needed strategies for technological sustainability | 10 | Q. 1 | Required | Marks | (c) | Students must delve practically to the progress and prosperity of Apple. Must dwell on the strategy of reliability and sustainability. Sustaining strategic change | 15 | (d) | Reveal the characteristics of a visionary leader – relate corporate strategies to corporate vision. Cite right-and wrong strategies and practically link to visionary leaders – mission and strategic direction. | 10 | (c) | The strategic notion of creativity, the birth of invention. Demonstrate comprehension of innovation and pioneering, the needed strategies for technological sustainability | 10 | Case Study 1 APPLE COMPUTERS Apple was started in 1976 by a young entrepreneur, Steven Jobs, and his partner, computer nerd Stephen Wozniak. They began by making personal computers (PCs) in a garage. In 1983 the company’s turnover, from essentially one model – the distinctive Apple computer - was...
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...Memo To: Dr. No From: Student CC: Health Task Force Date: 4/19/2014 Re: Organizational Change / General Motors Apple Inc: Name of Organization: Apple Inc. Apple Company Address: 1 Infinite Loop, Cupertino, CA 95014 Apple Telephone Number: 408-996-1010 Mission Statement Apple is committed to bringing the best personal computing experience to students, educators, creative professionals and consumers around the world through its innovative hardware, software and Internet offerings.( drdianehamilton 2011) Overview of Apple Inc: Apple ignited the personal computer revolution in the 1970s with the Apple II and reinvented the personal computer in the 1980s with the Macintosh. Apple is committed to bringing the best personal computing experience to students, educators, creative professionals and consumers around the world through its innovative hardware, software and Internet offerings. (Apple.com/investor) When you imagine the creative process at Apple, at first you may not picture someone in HR. Or operations. Or finance. But we expect creative thinking and solutions from everyone here, no matter what their responsibilities are. Innovation takes many forms, and our people seem to find new ones every day. (Apple.com 2012) Issues at Apple Inc: The issues at Apple Incorporated varied over time from a relative incubator working in a garage developed in computers and software garnered from Xerox corporation to that of a major innovative industry player and...
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...Jobs co-founded Apple in 1976 with his school friend Steve Wozniak. He was ousted in 1985 and returned 1997 to save it from bankruptcy and died in October 2011. He transformed Apple into the world’s most valuable company. Steve Jobs was a polarizing figure, a visionary who led Apple from the depths of bankruptcy to become the most valuable company in the world His personality was integral to his way of doing business. Eccentric leadership style. He was a transformational, innovative and charismatic business leader. He was a Focused, Passionate, intense, petulant, impatient character. Described as a “visionary” He was excellent at communicating his vision to his staff, customers and shareholders. On his return in 1997, the company were producing numerous random products for example different versions of the Macintosh. Several weeks of product review sessions, Jobs intervened. On a whiteboard he drew a 2X2 grid declaring what he felt the company needed. On the two columns of the grid Jobs wrote “Consumer” and “Pro” and along the rows he wrote “desktop” and “portable” he told his team members to focus on 4 great products, one for each of the 4 segments of his grid. All the other ideas and products should be discarded. Jobs took 100 people on a retreat each year. On the last day of the retreat Jobs would stand up and ask the people involved with the retreat to give 10 ideas of what they should do next. This evoked a positive response with people fighting to get their suggestion...
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...with the challenges of dealing with different environments. A couple of companies that will be discussed throughout this paper are Apple, Inc. (Apple) and Dell, Inc. (Dell). Both are successful technological companies. Operating in the technology field they pay a great deal of attention to technological factors and trends in the industry. Their internal and external environments can be scanned and evaluated using the PESTEL tool and Porter’s value chain. Using the PESTEL tool will help them identify opportunities and threats that they might encounter. Using the Porter value chain will help them identify and separate strengths and weaknesses each has. According to Apple they are a worldwide company that produces consumer electronics, computer software, and commercial servers. Apple’s main product lines include the iPad, iPhones, iPod music player, and the Macintosh computer. In April 1976 Apple’s founders Steve Jobs and Steve Wozniak produced the first Apple Computer with their introduction of the Apple I. They incorporated their company in January 1977 in California and have been in business for over 30 years. Apple has had an up and down track record over that time period but also several proven successful products and brands. They also have demonstrated continual innovation despite some down turns and rough times. The death of Steve Jobs in 2011 presents another down time and set back and presents Apple with a great challenge to continue its innovation and proven success under...
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