Item description for Good to Great: Why Some Companies Make the Leap... and Others Don't by James C. Collins...
Overview The author uses his research on the Fortune 500 to create a blueprint for turning good companies into spectacular ones.
The Challenge Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning.
But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?
The Study For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?
The Standards Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.
The Comparisons The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?
Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't.
The Findings The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.
"Some of the key concepts discerned in the study," comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people."
Perhaps, but who can afford to ignore these findings?
Citations And Professional Reviews Good to Great: Why Some Companies Make the Leap... and Others Don't by James C. Collins has been reviewed by professional book reviewers and journalists at the following establishments -
Christian Retailing - 07/01/2012 page 10
Library Journal - 08/01/2001 page 125
Publishers Weekly - 09/03/2001 page 78
Booklist - 09/01/2001 page 25
Business Week - 10/29/2001 page 19
Booklist - 11/01/2001 page 452
Bookpage - 12/01/2001 page 37
Business Week - 12/10/2001 page 21
Harvard Business Review - 01/01/2002 page 107
Choice - 03/01/2002 page 1284
USA Today - 12/18/2002 page 1
Wilson Public Library Catalog - 01/01/2002 page 63
Wilson Public Library Catalog - 01/01/2004 page 460
Christianity Today - 08/01/2008 page 59
Wilson Public Library Catalog - 12/31/2008 page 604
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Est. Packaging Dimensions: Length: 9.3" Width: 6.4" Height: 1.1" Weight: 1.1 lbs.
Release Date Oct 16, 2001
Publisher Harper Collins Publishers
ISBN 0066620996 ISBN13 9780066620992
Availability 0 units.
More About James C. Collins
Collins is a management educator. He operates a management learning laboratory dedicated to conducting new research and working with executives.
Reviews - What do customers think about Good to Great: Why Some Companies Make the Leap... and Others Don't?
Fantastic read. Very insightful read! Mar 30, 2007
This is a great book for anyone wanting to learn about concepts of leadership and business. This book is a must read for anyone in corporate America. It's a very easy read and definitely not boring. Jim's website is a great second resource to the book: [...].
The book analyzes easy to understand real life examples to teach you about business and culture. The book is well laid out and explains the Good To Great process very clear. The main points of the book are:
1. Level 5 Leadership- Level 5 leaders are self-effacing, quiet, reserved, shy and have a blend of personal humility and professional will. They are ambitious for the company and what it stands for. 2. First Who, Then What- Get the right people on the bus, the wrong people off the bus and the right people in the right seats. Promote from within when you have the right people on the bus, this reinforces the core values. 3. Confront the Brutal Facts- Embrace the brutal facts of your current reality and believe that no matter what you will prevail in the end. Brutal facts clarify what must be done to stimulate progress. 4. Hedgehog Concept- If you can't be the best in the world at your core business, then it can't be the basis of a great company. Have a deep understanding and incredible simplicity. Great BHAGs sit in the middle of your three circles. (BHAG: Big Hairy Audacious Goal.) 5. Culture of Discipline- With a culture of discipline, you don't need hierarchy, you don't need bureaucracy, don't need excessive controls. Eject those who do not share values and standards of the organization. 6. Technology Accelerators. Don't use technology as the primary means of igniting a transformation in the company. Shun technology fads and pioneer the application of technology. Use as momentum toward achievement of BHAG. 7. Flywheel and Doom Loop- Those who launch revolutions, dramatic change programs and wrenching restructurings will almost certainly fail. Create sustainable momentum that doesn't depend on presence of a charismatic visionary to motivate people. 8. Good to Great to Built to Last- Producing sustained results. Creating an enduring great company of iconic stature.
Students or business persons looking to truly understand what it takes to be a successful leader must read this book. If you don't have time to read, grab the audio book and listen. Jim Collins is extremely dynamic and easy to listen to. You will gain a great perspective of leadership after reading this book.
A must read! Mar 29, 2007
This is one of the best books about leadership I've ever read. Even though Collins discusses corporate America in his studies, as a military officer and company commander I found that G2G directly translates to leadership at company and battalion levels. I made this a must read for all of my junior officers, and I would recommend this book to anyone, regardless of their profession.
Good to Great Mar 26, 2007
An interesting read that I read on the advice of others. This book is not something I would read for pleasure, but it is good for the corporate world.
A highly researched textbook Mar 25, 2007
The fundamental principles of truly well run organizations comes through clearly, and are obviously sound as deduced from the research. The investigatons naturally include some repetition, and are repeated to insure the ideas are fully covered. The book could probably have been shorter and still made the points. Lawrence Haines author of "People Are Everything".
What's the big deal Mar 16, 2007
I've heard so much about this book that I had very high expectations. Unfortunately, I can't see what all the hoopla is all about. It's very long for just a few important concepts. The use of "research" to "prove" his theory is somewhat helpful, although I'm sure there are those who could refute his methodology. I found Mr. Collins' style of narration very distracting and difficult to withstand. I wish he had used someone else to narrate his book. Well I guess anyone interested in leadership and executive training still has to read this stuff. Don't read or listen late at night if you want to get through it, unless you need a book to go to sleep by.