Built to Last was a phenomenal success: 'It is a fair assumption that as the seminal importance of this book begins to permeate the upper echelons of business and business schools...Collins and Porras will emerge as the gurus to watch over the next decade.' The Director. Good to Great explores a whole new concept, backed by the rigorous research standards which gave Built to Last such an impact. 1. Good is the Enemy of Great -- the scope of the project; 2. Level 5 Leadership -- the type of leader required, humble and ferocious; 3. First Who...Then What -- how companies set the foundation for their shift from good to great; 4. Confront the Brutal Facts (Yet Never Lose Faith) -- the duality that leads to greatness; 5. Hedgehog Concept -- how to find the one big thing your company must focus on; 6. A Culture of Discipline -- the magical alchemy of great performance; 7. Technology Accelerators -- technology is a trap, unless used right; 8. The Flywheel and the Doom Loop -- how to build sustained momentum and avoid the 'new regime, new revolution' doom loop; 9. From Good to Great to Built to Last -- how to take a company from great to enduring great.
Appendices: Good to Great in: the New Economy; non-Profits; Government; Investors; outside the US. Plus four research appendices.
Jim Collins is author or co-author of six books that have sold more than 10 million copies worldwide, including the bestsellers Good to Great, Built to Last, and How the Mighty Fall. Jim began his research and teaching career on the faculty at Stanford Graduate School of Business, where he received the Distinguished Teaching Award in 1992. He now operates a management laboratory in Boulder, Colorado, where he conducts research, teaches, and consults with executives from the corporate and social sectors. More about Jim and his works can be found at his e-teaching site, where he has assembled articles, audio clips, a recommended reading list, discussion guide, tools, and other information. The site is designed to be a place for students to study and learn:
Good is the enemy of great; level 5 leadership; first who - then what; confront the brutal facts (yet never lose faith); hedgehog concept; a culture of discipline; technology accelerators; the flywheel and the doom loop; from good to great to built to last.
"...the biggest selling and most influential management book of the new millennium." Financial Times "...seminal..." The Times "...a must-read..." Management Today "Peppered with dozens of stories and examples from the great and not-so-great, Collins lays a well-reasoned roadmap to excellence that any organisation would do well to consider. Like Built to Last, Good to Great is one of those books that managers and CEOs will be reading and rereading for years to come." Amazon.co.uk Review "in this category (management books) there is nothing to touch Jim Collins... It is essential reading." Sunday Times Business Books of the Year
In 1996 Jim Collins, the author of the US business bestseller Built to Last, was challenged to think more deeply about what makes a great company. 'The companies you wrote about were, for the most part, always great,' came a chance comment, at a conference. 'But what about the vast majority of companies that wake up partway through life and realise they're good, but not great?' This seed of an idea was to grow to occupy Collins, formerly an academic, for the next five years. From his 'management laboratory' in Boulder, Colorado, he set to work to find out whether a merely good company could become great - or whether the disease of 'just being good' was incurable. His first step was to assemble a group of 21 researchers, who then spent six months in intense financial analysis, sifting out from the Fortune 500 list a set of 11 'good-to-great' companies. In the years 1965 to 1995, these all showed 15-year cumulative stock returns at or below the general stock market; then, after a transition point, cumulative returns at least three times the market over the next 15 years. Collins also selected two sets of comparison companies: direct (those in the same industries which did not achieve great results) and unsustained (those which shifted from good to great, and back to good). That was just the start of a myth-exploding research project, now presented in this clearly written and easily read book. It shows that companies that made the 'great' grade rarely had celebrity leaders - in fact, writes Collins, 'going for a high-profile outside change agent is negatively correlated with a sustained transformation', precisely because celebrities are more often concerned with their own egos than the enduring calibre of the company they run. Instead, individuals who run 'great' companies tend to be self-effacing and limelight-shy. Other factors for greatness are shown to be the ability to recruit the right people at an early stage, maintain faith in an end goal while confronting hard facts, develop a culture of discipline, apply carefully selected technologies, build momentum and establish a purpose which goes beyond simply making money. This is a fascinating study, drawing on research insights which apply to other areas of life as well as business. (Kirkus UK)
Random House Business Books
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Why Some Companies Make the Leap... and Others Don't