Read Good to Great: Why Some Companies Make the Leap... and Others Don't Online Free - 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?
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?
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 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 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?
"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?
|Title||:||Good to Great: Why Some Companies Make the Leap... and Others Don't|
|Number of Pages||:||320 pages|
September 26, 2017
First and foremost, Good to Great has no breakthrough concepts to offer. Collins is good at inventive metaphors and catch phrases to push concepts through but ultimately there is really nothing counter-intuitive or revolutionary about the results of this study.
That said, the concepts in the book...
August 01, 2008
This book by Jim Collins is one of the most successful books to be found in the "Business" section of your local megabookstore, and given how it purports to tell you how to take a merely good company and make it great, it's not difficult to see why that might be so. Collins and his crack team of...
February 13, 2013
Here are Jim Collins' seven characteristics of companies that went "from good to great"
1. Level 5 Leadership: Leaders who are humble, but driven to do what's best for the company.
2. First Who, Then What: Get the right people on the bus, then figure out where to go. Finding the right people and tr...
December 06, 2017
Onvan : Good to Great: Why Some Companies Make the Leap... and Others Don't - Nevisande : James C. Collins - ISBN : 66620996 - ISBN13 : 9780066620992 - Dar 320 Safhe - Saal e Chap : 2001
February 22, 2017
People often ask,"what motivates you to undertake these huge research projects?"
It's a good question. The answer is "curiosity."
There is nothing I find more exciting than picking a question that I don't know the answer to and embarking on a quest for answers. It's deeply satisfying to climb into...
July 04, 2017
Good to Great: Why Some Companies Make the Leap... and Others Don't, James C. Collins
عنوانها: از خوب به عالی؛ از عرش به فرش؛ انتخاب برتری ؛ انتخاب عالی مترجم عهدیه عبادی؛ با انتخاب خود بزرگ شوید؛ با انتخاب خود مهم شوید مترجم: متین عربلو؛ بهتر از خوب مترجم فضل الله امینی؛ تعالی مبنی بر انتخاب صحیح...
December 21, 2011
Just (12/21/2011) re-read the book and love the concepts. But I knocked a star off of my rating since during this re-read I felt like the author puffed up the findings and, indirectly, himself. Sure, good-to-great principles seem to be true, insightful, and necessary for a transformation. I even...
January 27, 2010
I hope I don't get fired for not thinking this was the greatest book ever. Honestly, business books are not exactly my cup of tea. This book started off really interesting. The author talks about habits that great companies use to keep their companies run smoothly. Many of the suggestions the aut...
June 07, 2009
I was hoping this book would give me some guidelines to remember when I start my own business. There were a few good points, but nothing compelling. Reading this book wasn't a very good use of my time.
Tips from the book:
First Who, then What
First, get the right people on the bus (and the wrong peo...
August 04, 2009
I have no idea how much Jim Collins knows about business / management, but it is clear he’s mastered the art of writing a popular business / management book. The way I see it, the steps involved are:
* State up front what the themes are, but disguise at least a few of them with cryptic labels that...