Now that I definitely have a second thought on Jim Collins’ book Good to Great, this is now part 2. No more question mark.
I’m a bit farther into the book now and I am getting the kind of feeling I got with Design for Six Sigma when I was learning about that process management technique. Sure, it’s great if you can either start off from the get-go with Six Sigma, or, in the Good to Great example, come on board and fire all the wrong people and hire all the right people, but what about if you are not at the top (a “Level 5 Leader”) or in an organization that has a tremendous legacy of a slower pace?
I begin to wonder whether my only option is to start my own company in order to apply these principles.