Culture of Discipline C hapter 6

1. Culture of DisciplineChapter 6 It is about getting disciplined people who engage in disciplined thought and who then take disciplined action.

2. The Goodto Great company may appear to be boring, simple or plain on the outside, but a closer look on the inside would reveal people who are invested in work that isdiligent, intense and creative. • It is comparable to a painter that is guided • by the tools and learned techniques of • artistry but is free to create a beautiful image. • So, why does this not happen in more companies?

3. “Most companies build their bureaucratic rules to manage the small percentage of wrong people on the bus, which in turn drives away the right people on the bus, which then increases the percentage of wrong people on the bus, which increases the need for more bureaucracy to compensate for incompetence and lack of discipline, which then further drives the right people away, and so forth.” P. 121

5. Culture of DisciplineMatrix High Culture of Discipline Low Low High Ethics of Entrepreneurship

6. Culture of DisciplineMatrix High Culture of Discipline Low Low High Ethics of Entrepreneurship

7. Culture of DisciplineMatrix High Culture of Discipline Low Low High Ethics of Entrepreneurship

8. Culture of DisciplineMatrix High Culture of Discipline Low Low High Ethics of Entrepreneurship

9. Culture of DisciplineMatrix High Culture of Discipline Low Low High Ethics of Entrepreneurship

10. Culture of Discipline

11. NUCOR’s Hedgehog Circles

12. The “stop doing” listby Kimberly-Clark “They displayed a remarkable discipline to unplug all sorts of extraneous junk.” • No annual forecasts • No titles • Eliminate useless management • Eliminate paper business