Read

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
Impression
Add to shelf
Already read
449 printed pages
Business

ImpressionsAll

Sanzhar Surshanov
Sanzhar Surshanovshared an impression11 months ago
🔮Hidden Depths

QuotesAll

Technology can accelerate a transformation, but technology cannot cause a transformation.
Good is the enemy of great
We don’t have great schools, principally because we have good schools. We don’t have great government, principally because we have good government. Few people attain great lives, in large part because it is just so easy to settle for a good life. The vast majority of companies never become great, precisely because the vast majority become quite good—and that is their main problem.
Darwin Smith stands as a classic example of what we came to call a Level 5 leader—an individual who blends extreme personal humility with intense professional will. We found leaders of this type at the helm of every good-to-great company during the transition era.
“I never stopped trying to become qualified for the job.”
It was an interesting thought experiment, given that I’d just spent the previous five years working on
e cheese every day, this just isn’t that bad.”
The good-to-great companies did not focus principally on what to do to become great; they focused equally on what not to do and what to stop doing.
Our first task was to find companies that showed the good-to-great pattern exemplified in the chart on page 2. We launched a six-month “death march of financial analysis,” looking for companies that showed the following basic pattern: fifteen-year cumulative stock returns at or below the general stock market, punctuated by a transition point, then cumulative returns at least three times the market over the next fifteen years.
discussion about organizational performance. Bill Meehan, the managing director of the San Francisco of
We don’#x2019;t know what we’#x2019;ll find when we get there, but we’#x2019;ll be sure to let you know when we get back.”
Good is the Enemy of Great
F A C T S A R E B E T T E R T H A N D R E A M S

On the bookshelvesAll

Rusbase

Одна полка до успеха

Katya Akhtyamova

Business lunch

Changellenge >>

7 книг для начинающих стратегов и консультантов от основателя Changellenge >>

Simon Dunlop

Growth Hacking and Biz reads Q4.2014

Related booksAll

Related booksAll

T.Harv Eker

Secrets of the Millionaire Mind

Andy Kessler

Wall Street Meat

Benjamin Graham

The Intelligent Investor, Rev. Ed

Jeff Jarvis

What Would Google Do?

Jay Steele

Warren Buffett

Bhushan Kachru

The Success Of Failure

Paul Davis

EVOLVE: A Spiritual Blueprint for Business Success

On the bookshelvesAll

Одна полка до успеха

Business lunch

7 книг для начинающих стратегов и консультантов от основателя Changellenge >>

Don’t give a book.
Give a library.
fb2epubzip
Drag & drop your files (not more than 5 at once)