Comments on: Built to Last, by James Collins and Jerry Porras http://www.nehrlich.com/blog/2005/09/04/built-to-last-by-james-collins-and-jerry-porras/ Eric Nehrlich, Unrepentant Generalist Sat, 04 Feb 2012 15:12:49 +0000 hourly 1 http://wordpress.org/?v=3.1.3 By: Eric Nehrlich, Unrepentant Generalist || Intelligent Organizations for the Rest of Us || July || 2008 http://www.nehrlich.com/blog/2005/09/04/built-to-last-by-james-collins-and-jerry-porras/comment-page-1/#comment-163164 Eric Nehrlich, Unrepentant Generalist || Intelligent Organizations for the Rest of Us || July || 2008 Wed, 02 Jul 2008 03:12:22 +0000 http://www.nehrlich.com/blog/?p=395#comment-163164 [...] theories or inventions that will stand the test of time. Being part of an organization that is built to last might be similarly motivating for people as a way for them to change the [...] [...] theories or inventions that will stand the test of time. Being part of an organization that is built to last might be similarly motivating for people as a way for them to change the [...]

]]> By: Eric Nehrlich, Unrepentant Generalist || Social technologies || June || 2008 http://www.nehrlich.com/blog/2005/09/04/built-to-last-by-james-collins-and-jerry-porras/comment-page-1/#comment-161544 Eric Nehrlich, Unrepentant Generalist || Social technologies || June || 2008 Fri, 20 Jun 2008 15:42:22 +0000 http://www.nehrlich.com/blog/?p=395#comment-161544 [...] think the Built to Last authors got it right: “Preserve the core, but stimulate progress”. Or to put it another [...] [...] think the Built to Last authors got it right: “Preserve the core, but stimulate progress”. Or to put it another [...]

]]> By: Eric Nehrlich, Unrepentant Generalist || The Discordant Element || March || 2007 http://www.nehrlich.com/blog/2005/09/04/built-to-last-by-james-collins-and-jerry-porras/comment-page-1/#comment-27945 Eric Nehrlich, Unrepentant Generalist || The Discordant Element || March || 2007 Sat, 24 Mar 2007 03:22:13 +0000 http://www.nehrlich.com/blog/?p=395#comment-27945 [...] It’s interesting to me as a student of management because it demonstrates that getting 90% of the way there means nothing. It’s only when all aspects of an organization are aligned 100% does it really take off. This reminds me of Built to Last, where the authors point out that the successful companies have built the core values of the company into every aspect of the company. Doing 90% doesn’t cut it because it raises the expectations and then doesn’t fulfill them. To take a made-up example, a company could put all the elements of an employee empowerment program in place, but if one manager micromanages their employees, it may be even more demotivating than if the company had done nothing. [...] [...] It’s interesting to me as a student of management because it demonstrates that getting 90% of the way there means nothing. It’s only when all aspects of an organization are aligned 100% does it really take off. This reminds me of Built to Last, where the authors point out that the successful companies have built the core values of the company into every aspect of the company. Doing 90% doesn’t cut it because it raises the expectations and then doesn’t fulfill them. To take a made-up example, a company could put all the elements of an employee empowerment program in place, but if one manager micromanages their employees, it may be even more demotivating than if the company had done nothing. [...]

]]> By: Agile Advice - How and Why to Work Agile http://www.nehrlich.com/blog/2005/09/04/built-to-last-by-james-collins-and-jerry-porras/comment-page-1/#comment-1386 Agile Advice - How and Why to Work Agile Fri, 10 Mar 2006 18:15:08 +0000 http://www.nehrlich.com/blog/?p=395#comment-1386 <strong>The Art of Obstacle Removal...</strong> One of the best ways to go faster is to remove the things that slow you down. This "obstacle removal" is an integral part of many agile methods including Scrum and Lean. Sometimes it is obvious where an obstacle is. There are a few small things th... The Art of Obstacle Removal…

One of the best ways to go faster is to remove the things that slow you down. This “obstacle removal” is an integral part of many agile methods including Scrum and Lean. Sometimes it is obvious where an obstacle is. There are a few small things th…

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