In his book, “Good to Great,” author Jim Collins (2001) observes, “. . . the journey to good, or moderate success, is far easier than the journey from good to great.’” Identifying strategic solutions that will move a healthcare organization to achieve greatness and then to sustain that level of quality is not simple.
Collins (2003) and his researchers identify 11 companies in which substantial improvements in performance have been made, and sustained, over 15 years or more. Among the common factors that these companies have are:
a) disciplined people
b) disciplined thought,
c) disciplined action, and,
d) multiple generations of leaders who balance preserving their core values with stimulating progress.
According to Collins, managers of these companies understand the importance of ensuring that the right people are on board before organizational visions or strategies are decided, and are clear about the primary purpose of their organizations. They also tend to have a culture of discipline that makes workforce hierarchies almost unnecessary and exhibit a willingness to use technology to accelerate their successes.
Excerpted from one of my recent papers
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