Good to Great: Why Some Companies Make the Leap And Others Don't (Good to Great series) by Jim Collins. Read online, or download in secure EPUB. Editorial Reviews. ondieslinfuncton.ga Review. Five years ago, Jim Collins asked the question, "Can Kindle Store · Kindle eBooks · Business & Money. Read "Good to Great Why Some Companies Make the Leap And Others Don't" by Jim Collins available from Rakuten Kobo. Sign up today and get $5 off your.
|Language:||English, Spanish, Indonesian|
|Distribution:||Free* [*Sign up for 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. JIM ondieslinfuncton.ga Discussion Guide. Gain a deeper understanding of the ideas presented in the books “Built to Last" and "Good to Great" by using. Good To Great: Why Some Companies Make the Leap. For more Ebooks - Library Genesis. Which is the last book of Jim Collins?.
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.
To find the keys to greatness, Collins's person research team at his management research firm read and coded 6, articles, generated more than 2, pages of interview transcripts and created megabytes of computer data in a five-year project. That Collins is able to distill the findings into a cogent, well-argued and instructive guide is a testament to his writing skills.
After establishing a definition of a good-to-great transition that involves a year fallow period followed by 15 years of increased profits, Collins's crew combed through every company that has made the Fortune approximately 1, and found 11 that met their criteria, including Walgreens, Kimberly Clark and Circuit City. At the heart of the findings about these companies' stellar successes is what Collins calls the Hedgehog Concept, a product or service that leads a company to outshine all worldwide competitors, that drives a company's economic engine and that a company is passionate about.
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?
For example, there's no reported search for information that disconfirms his hypotheses. Are there other companies that don't make use of a Culture of Discipline Chapter 6, natch but yet are still great according to Collins's definition? Are there great companies that fail to do some of the things he says should make them great? Relatedly, a lot of the book's themes and platitudes strike me as owing their popularity to the same factors that make the horoscope or certain personality tests like the Myers-Briggs Type Indicator so popular: they're so general and loosely defined that almost anyone can look at that and not only say that wow, that make sense, and I've always felt the same way!
This guy and me? We're geniuses!
The chapter about "getting the right people on the bus" that extols the virtue of hiring really super people is perhaps the most obvious example. Really, did anyone read this part and think "Oh, man.
I've been hiring half retarded chimps. THAT'S my problem!