Good To Great
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“Good To Great” is the book that answers the question the previous one raises: How do you become great in the first place? The book emphasizes on the concept that to go from good to great, a company must first get the right people in and the wrong people out. When a company has the right people, it doesn’t need as much organizational hierarchy or management. As a rule, when a company has clear objectives, good people don’t need much management — they’re adaptable and self-motivated. On the other hand, no amount of planning or clever incentive pay schemes can motivate the wrong people. However, firing people doesn’t equal to growth of the company. The point is that the overall standards of the company — its culture — are built from each individual’s standards. A company won’t have truly high standards until its people do. Once the right people and the right standards are in place, there will be leadership and competence at every level. This is a proven way to encourage organizational growth. No company can go from good to great without first gaining a full understanding of internal and external factors keeping it from greatness.