The book is over ten years old and some of the companies highlighted are in serious trouble, but the concepts he talks about are timeless. In fact, the reason those companies are in trouble is because the strayed from the things that made them great.
Anyway, thought I would share this little tidbit with you:
“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.”—Good to Great, page 121<idle musing>
Yep. I've seen it many times over the years and in several companies. It's endemic to our fear of letting misfits go; we try to manage them or at least minimize their negative impact. The result is we lose or at least dishearten the rest of our people.
I've done it myself. I feel sorry for a person or think I can transform them, so I don't let them go. The end result is almost always misery for them, me, and their co-workers. There's a HarperCollins book (now available from Zondervan, too) about that very thing. It's called Necessary Endings. I think I might have excerpted from it in the past. If not, I will be in the future :)