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To Make You Think

To Make You Think

A young lady named Sally, relates an experience she had in a seminary class, given by her teacher, Dr. Smith. She says Dr. Smith was known for his elaborate object lessons.

One particular day, Sally walked into the seminary and knew they were in for a fun day. On the wall was a big target and on a nearby table were many darts. Dr. Smith told the students to draw a picture of someone that they disliked or someone who had made them angry, and he would allow them to throw darts at the person's picture.

Sally's girlfriend drew a picture of a girl who had stolen her boyfriend. Another friend drew a picture of his little brother. Sally drew a picture of a former friend, putting a great deal of detail into her drawing, even drawing pimples on the face. Sally was pleased at the overall effect she had achieved.

The class lined up and began throwing darts, with much laughter and hilarity. Some of the students threw their darts with such force that their targets were ripping apart. Sally looked forward to her turn and was filled with disappointment when Dr. Smith, because of time limits, asked the students to return to their seats.

As Sally sat thinking about how angry she was because she didn't have a chance to throw any darts at her target, Dr. Smith began removing the target from the wall. Underneath the target was a picture of Jesus...

A complete hush fell over the room as each student viewed the mangled picture of Jesus; holes and jagged marks covered His face and His eyes were pierced. Dr. Smith said only these words, "In as much as ye have done it unto the least of these my brethren, ye have done it unto Me."

No other words were necessary; the tear-filled eyes of each student focused only on the picture of Christ...

?Harold Burke

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Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning.

But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?

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For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?

The Standards
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.

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  • The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.

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    Perhaps, but who can afford to ignore these findings?




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