Book Review: Good to Great and the Social Sectors
Collins, Jim, Good to Great and the Social Sectors, © 2005, p. 35, $10.75 (USD)
ISBN-13 978-0-9773264-0-2
In his landmark book, Good to Great, Jim Collins sets out to understand the difference between a great organization and just a good organization by studying eleven Fortune 500 companies that had significantly better stock returns than their peer competitors and the general market over a sustained period of time. In his follow up publication, Good to Great and the Social Sectors, Collins adapts the concepts of Good to Great for the differing dynamics of social sector organizations. This very brief follow up to Good to Great is a much needed and very useful addition for people in the social sector wishing to apply the powerful principles of Good to Great in their organizations.
In his work with social sector organizations, such as hospitals, arts organizations, churches, and military units, following the release of Good to Great, Collins found that while the core principles remain useful, there are details of the concepts originally presented for a business audience that need to be adapted for the social sector. Collins makes very helpful modifications for how social service organizations can think about metrics of success in settings where financial return on investment is not the primary goal by suggesting metrics that gauge performance relative to mission. Adding to his previous analysis on leadership, Collins looks at how high level leadership can function in organizations with highly legislative decision making processes. Also, in organizations where the staff is tenured, not paid at high rates, or is volunteer, getting and retaining the best people can be a challenge. Again Collins comes through with suggestions that will aid social sector organizations desiring to get the right people on their busses and to keep them there.
Perhaps the most helpful adaptation Collins makes is in how social sector organizations gauge their income streams. In a business setting, developing financial capital is often primary, yet this is not always the case for the social sector. He changes the framework to a question of how can social sector organizations develop income resources of time, money, and the brand. It is interesting that Collins makes branding a central point in social sector organization revenue development, and he makes a strong argument that how people feel about a particular organization will affect an individual’s willingness to support that organization with time and monetary support.
Good to Great has been required reading for organizational leaders of many types and with this addition, the concepts are much more accessible to leaders in social sector organizations. For those looking to create a superior, sustained, and distinctive impact with their social sector organization, Good to Great for the Social Sectors is a needed and excellent addition to its predecessor book.