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Good to Great: Why Some Companies Make the…
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Good to Great: Why Some Companies Make the Leap and Others Don't (edição 2001)

por Jim Collins (Autor)

Séries: Good to Great (1)

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7,12883973 (3.99)28
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. But what about companies that are not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? Are there those that convert long-term mediocrity or worse into long-term superiority? If so, what are the distinguishing characteristics that cause a company to go from good to great? Over five years, Jim Collins and his research team have analyzed the histories of 28 companies, discovering why some companies make the leap and others don't. The findings include: Level 5 Leadership: A surprising style, required for greatness. The Hedgehog Concept: Finding your three circles, to transcend the curse of competence. A Culture of Discipline: The alchemy of great results. Technology Accelerators: How good-to-great companies think differently about technology. The Flywheel and the Doom Loop: Why those who do frequent restructuring fail to make the leap.… (mais)
Membro:Mark_Dalbey
Título:Good to Great: Why Some Companies Make the Leap and Others Don't
Autores:Jim Collins (Autor)
Informação:HarperBusiness (2001), Edition: 1st, 400 pages
Colecções:A sua biblioteca
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Good to Great: Why Some Companies Make the Leap... and Others Don't por Jim Collins

Adicionado recentemente porUppermanLibrary, Lenow, AfricellAmerican, biblioteca privada, ccatalfo, royragsdale, marlet23, cdmc, wyclif, aksh04ay
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» Ver também 28 menções

Inglês (80)  Coreano (1)  Alemão (1)  Holandês (1)  Todas as línguas (83)
Mostrando 1-5 de 83 (seguinte | mostrar todos)
Insightful ( )
  hueyy | Jul 13, 2021 |
Why did Eckerd fail, when Walgreens took over? Collins explains the basics behind why some companies are able to make the leap to becoming great, while some are destined to fail. ( )
  adamfortuna | May 28, 2021 |
“Good is the enemy of great.” “Level 5 leaders are a paradoxical blend of personal humility and professional will.” “The presence of a gargantuan personal ego contributes to the demise or continued mediocrity of the company.” “In a good-to great transformation, people are not your most important asset. The right people are.”

Jim Collins’ “Good to Great” is one of those books that will be cited at least once, if not multiple times, in every good business or management course, and though quickly approaching its’ tenth anniversary of publication, Collins’ “Level Five Leaders” are needed in companies now more than ever. He argues that there is an unlimited number of potential level five leaders just waiting to be discovered and nurtured — people who can combine ambition, humility and modesty. Other models like the “hedgehog concept” — passion, being the best, and economics — and the culture of discipline are all ideas which are thoroughly discussed in today’s business classes and seminars.

Although this is a well-researched, oft-cited study of great companies, future adherents to the code of Collins need to remember that this is just one model of leadership. In the first chapter, the author himself encourages readers to “question and challenge what you learn… I offer everything herein for your thoughtful consideration, not blind acceptance.” ( )
  resoundingjoy | Jan 1, 2021 |
I read this one after I did "Great By Choice" by the same author as he used some concepts from this book in that one, particularly the Level-5 Leader and the Hedgehog Concept, and I figured I should read this one to find out just what those titles actually refered to. I now know that and a whole lot more about how to take something that works and make it remarkable. Turns out, the ideas are not that difficult to understand, but not so easy to impliment. I think that this takes what everyone says is "common sense" and points out that it is not only uncommon, but also business myths encourages solutions that seem obvious but don't work. I find myself thinking about it and trying to put it into pratice in the coming year. ( )
  Colleen5096 | Oct 29, 2020 |
This work is the result of a cohort business study. The control group consisted of publicly owned companies that had good performance for 15 years and then great performance (defined as outperforming the market by over three times) for 15 years. There were only 11 good-to-great companies. Eleven other companies in similar lines of work were chosen into the comparison group. Then the research group dissected those companies to figure out what the great companies had in common and how they different from the comparison companies. The result is this book.

Collins and his research team undertook interviews, performed research on publicly available information, and tried to details as much as possible. As such, Good to Great not only covers abstract principles which animate these companies, but also, it shares the stories of excellent success along with the not-as-excellent narratives of the comparison group.

On occasion, this book’s writing seems to lapse into marketing and hype, but I guess that is to be expected among the business genre. Although the book is not as hard of a science as something like physics, Collins’ team seems to aspire to genuinely making their study as scientific as possible. It’s clear that they looked for fundamental insights instead of just covering the surface. For that, they deserve to be praised. Also, because of the stringent inclusion requirements (which require 30+ years of historical data), tech companies are not considered in this work. The qualities that make tech companies great – especially in the face of constant changing environments – is of particular interest to me, and I would like to see further exploration on that topic.

Their overall findings suggest a category of leader that they term a “Level-Five Leader.” This type of leader consistently puts the organization above her or his personal needs. They serve as the mortar which connect the bricks of a group into a strong wall. Through reading this book, you can explore more of this quality of leader.

Unfortunately, time has shown that several of these companies have engaged in ethically questionable policies. That blunts this book’s impact significantly. It goes to show that in the field of business research, it is difficult to adequately control all the factors, such as hidden cheating. It was a good attempt, and still brings forth historical insights into an era. Nonetheless, enthusiasm needs to be dampened with reality. ( )
  scottjpearson | Mar 14, 2020 |
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Jim Collins new book is titled Good To Great. If you haven't read it yet, buy, beg, or borrow it. It's that important.
Collins calls Good To Great a "prequel" to his hugely successful Built To Last. I call it the most important Business Leadership book I have read in a long time.
 

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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. But what about companies that are not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? Are there those that convert long-term mediocrity or worse into long-term superiority? If so, what are the distinguishing characteristics that cause a company to go from good to great? Over five years, Jim Collins and his research team have analyzed the histories of 28 companies, discovering why some companies make the leap and others don't. The findings include: Level 5 Leadership: A surprising style, required for greatness. The Hedgehog Concept: Finding your three circles, to transcend the curse of competence. A Culture of Discipline: The alchemy of great results. Technology Accelerators: How good-to-great companies think differently about technology. The Flywheel and the Doom Loop: Why those who do frequent restructuring fail to make the leap.

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