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Good to Great: Why Some Companies Make the Leap... and Others Don't by Jim Collins (Hardcover)

Why Some Companies Make The Leap...and Others Don`t

Overall Rating Rating 4.9  |  10 reviews
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Item #: 3179404
    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 very beginning....more

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The result of a five-year study of companies that rose to the top and stayed there, Good to Great identifies the characteristics that lead to success in business. Collins, also the author of Built to Last (2002), offers ways that companies can plan and change in order to make the climb with confidence over the long term. Eleven companies (out of the original 1,435 examined) are discussed in detail, including Wells Fargo, Fannie Mae, Walgreens, and Kimberley-Clark. Topics covered include Level 5 Leadership, A Culture of Discipline, and Technology Accelerators.

Author:
Collins, James C.
ISBN:
9780066620992
Format:
Hardcover
Pages:
300
Publish Date:
10/01/2001
Publisher:
HarperBusiness

Portions copyright 2005 Muze Inc. All rights reserved.

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  • In what Collins terms a prequel to the bestseller Built to Last he wrote with Jerry Porras, this worthwhile effort explores the way good organizations can be turned into ones that produce great, sustained results. To find the keys to greatness, Collins's 21-person research team (at his management research firm) read and coded 6,000 articles, generated more than 2,000 pages of interview transcripts and created 384 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 10-year fallow period followed by 15 years of increased profits, Collins's crew combed through every company that has made the Fortune 500 (approximately 1,400) 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. While the companies that achieved greatness were all in different industries, each engaged in versions of Collins's strategies. While some of the overall findings are counterintuitive (e.g., the most effective leaders are humble and strong-willed rather than outgoing), many of Collins's perspectives on running a business are amazingly simple and commonsense. This is not to suggest, however, that executives at all levels wouldn't benefit from reading this book; after all, only 11 companies managed to figure out how to change their B grade to an A on their own. (Oct.) (c) Copyright PWxyz, LLC. All rights reserved
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