|
|
 |
|
|
|
|
Good to Great: Why Some Companies Make the Leap... and Others Don't
| Our Price |
$ 20.99
|
|
| Retail Value |
$ 29.99 |
|
| You Save |
$ 9.00 (30%) |
|
| Item Number |
55967 |
|
|
|
|
|
| Available on the Internet only. |
|
|
|
|
Item description for Good to Great: Why Some Companies Make the Leap... and Others Don't by James Collins...
Outline's Best of 2001Five years ago, Jim Collins asked the question, "Can a good company become a great company and if so, how?" In Good to Great Collins, the author of Built to Last, concludes that it is possible, but finds there are no silver bullets. Collins and his team of researchers began their quest by sorting through a list of 1,435 companies, looking for those that made substantial improvements in their performance over time. They finally settled on 11--including Fannie Mae, Gillette, Walgreens, and Wells Fargo--and discovered common traits that challenged many of the conventional notions of corporate success. Making the transition from good to great doesn't require a high-profile CEO, the latest technology, innovative change management, or even a fine-tuned business strategy. At the heart of those rare and truly great companies was a corporate culture that rigorously found and promoted disciplined people to think and act in a disciplined manner. Peppered with dozens of stories and examples from the great and not so great, the book offers a well-reasoned road map to excellence that any organization 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. --Harry C. Edwards
Book Description
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?
About our Christian Books on Business and Investing
As Christian Businessmen and women, we live in the world, yet we live by Biblical Principles. Our Business and Investing Books for Christians page contains references to titles that are both secular, and also Christian. You will find books on everything from Personal Finances to Management and Leadership, and everthing in between. So become a better business person, improve or advance your career, and try one of our excellent Business & Investing books.
About DeeperShopping Christian Books
DeeperShopping is a Christian owned and operated retail store specializing in retailing Christian products. Our commitment to providing the best products at the best prices is unparalleled. We believe that where you buy your Christian products from matters - and that's why we are both Christian owned and operated. We exist to invest back into our local and global Christian community.
So please do not hesitate to browse our wide selection of family friendly Christian books and products perfect for you and your cherished loved ones.
|
Item Specifications...
Studio: HarperBusiness
Pages 300
Dimensions: Length: 9.52" Width: 6.42" Height: 1.13"
Weight: 1.12 lbs.
Binding Hardcover
Release Date Oct 1, 2003
Publisher HARPER COLLINS PUB #543
ISBN 0066620996
ISBN13 9780066620992
|
Availability 329 units.
Availability accurate as of Feb 08, 2012 09:57.
Usually ships within one to two business days from Johnson City, TN.
Orders shipping to an address other than a confirmed Credit Card / Paypal Billing address may incur and additional processing delay.
|
Publishers description for Good to Great: Why Some Companies Make the Leap... and Others Don't...
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? |
More About James Collins
Product Categories
Christian Product Categories
Books > General Interest > General Topic > Reference
Similar Products
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. | | | Write your own review about Good to Great: Why Some Companies Make the Leap... and Others Don't
Ask A Question or Provide Feedback regarding Good to Great: Why Some Companies Make the Leap... and Others Don't
|
|
Newsletter 
