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Using Built to Last Collins and Porras to look at the role of HR

HR in Built to Last. Visionary companies are NOT great places to work for everyone. People fit or don't; it is binary.Who selects people?Who removes people?Who develops people?Who creates the working conditions directly (e.g., job design and sharing informaiton) and indirectly (through people)?

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Using Built to Last Collins and Porras to look at the role of HR

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    1. Using Built to Last (Collins and Porras) to look at the role of HR Visionary companies do not need charismatic leaders. They need architects of culture, values and the future (less like Hitler, more like founding fathers) Who is the keeper of the culture? Who selects leaders in organizations? Visionary companies do not separate living their values and making profits. There is no �either/or�. They do both. Who socializes values? Who looks at fit; and develops or removes those that don�t fit?

    2. HR in Built to Last Visionary companies are NOT great places to work for everyone. People fit or don�t; it is binary. Who selects people? Who removes people? Who develops people? Who creates the working conditions directly (e.g., job design and sharing informaiton) and indirectly (through people)?

    3. HR in Built to Last From 1700 years of combined history, visionary companies hired outside CEOs 4 times (this was only 2 of 18 companies). Lesson, promote from within. Who decides and manages this process? Who sets up mentoring? Who enables leadership development?

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