Great by Choice: Uncertainty, Chaos, and Luck--Why Some Thrive Despite Them All

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Great by Choice: Uncertainty, Chaos, and Luck--Why Some Thrive Despite Them All

by Jim Collins

HARPERCOLLINS PUBLISHERS | October 11, 2011 | Hardcover

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The new question
Ten years after the worldwide bestseller Good to Great, Jim Collins returns with another groundbreaking work, this time to ask: Why do some companies thrive in uncertainty, even chaos, and others do not? Based on nine years of research, buttressed by rigorous analysis and infused with engaging stories, Collins and his colleague, Morten Hansen, enumerate the principles for building a truly great enterprise in unpredictable, tumultuous, and fast-moving times.

The new study
Great by Choice distinguishes itself from Collins''s prior work by its focus not just on performance, but also on the type of unstable environments faced by leaders today.

With a team of more than twenty researchers, Collins and Hansen studied companies that rose to greatness-beating their industry indexes by a minimum of ten times over fifteen years-in environments characterized by big forces and rapid shifts that leaders could not predict or control. The research team then contrasted these "10X companies" to a carefully selected set of comparison companies that failed to achieve greatness in similarly extreme environments.

The new findings
The study results were full of provocative surprises. Such as:

  • The best leaders were not more risk taking, more visionary, and more creative than the comparisons; they were more disciplined, more empirical, and more paranoid.
  • Innovation by itself turns out not to be the trump card in a chaotic and uncertain world; more important is the ability to scale innovation, to blend creativity with discipline.
  • Following the belief that leading in a "fast world" always requires "fast decisions" and "fast action" is a good way to get killed.
  • The great companies changed less in reaction to a radically changing world than the comparison companies.

The authors challenge conventional wisdom with thought-provoking, sticky, and supremely practical concepts. They include: 10Xers; the 20 Mile March; Fire Bullets, Then Cannonballs; Leading above the Death Line; Zoom Out, Then Zoom In; and the SMaC Recipe.

Finally, in the last chapter, Collins and Hansen present their most provocative and original analysis: defining, quantifying, and studying the role of luck. The great companies and the leaders who built them were not luckier than the comparisons, but they did get a higher Return on Luck.

This book is classic Collins: contrarian, data-driven, and uplifting. He and Hansen show convincingly that, even in a chaotic and uncertain world, greatness happens by choice, not chance.

Format: Hardcover

Dimensions: 256 Pages, 6.3 × 9.45 × 0.79 in

Published: October 11, 2011

Publisher: HARPERCOLLINS PUBLISHERS

Language: English

The following ISBNs are associated with this title:

ISBN - 10: 0062120999

ISBN - 13: 9780062120991

Found in: Management and Leadership

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– More About This Product –

Great by Choice: Uncertainty, Chaos, and Luck--Why Some Thrive Despite Them All

Great by Choice: Uncertainty, Chaos, and Luck--Why Some Thrive Despite Them All

by Jim Collins

Format: Hardcover

Dimensions: 256 Pages, 6.3 × 9.45 × 0.79 in

Published: October 11, 2011

Publisher: HARPERCOLLINS PUBLISHERS

Language: English

The following ISBNs are associated with this title:

ISBN - 10: 0062120999

ISBN - 13: 9780062120991

From the Publisher

The new question
Ten years after the worldwide bestseller Good to Great, Jim Collins returns with another groundbreaking work, this time to ask: Why do some companies thrive in uncertainty, even chaos, and others do not? Based on nine years of research, buttressed by rigorous analysis and infused with engaging stories, Collins and his colleague, Morten Hansen, enumerate the principles for building a truly great enterprise in unpredictable, tumultuous, and fast-moving times.

The new study
Great by Choice distinguishes itself from Collins''s prior work by its focus not just on performance, but also on the type of unstable environments faced by leaders today.

With a team of more than twenty researchers, Collins and Hansen studied companies that rose to greatness-beating their industry indexes by a minimum of ten times over fifteen years-in environments characterized by big forces and rapid shifts that leaders could not predict or control. The research team then contrasted these "10X companies" to a carefully selected set of comparison companies that failed to achieve greatness in similarly extreme environments.

The new findings
The study results were full of provocative surprises. Such as:

  • The best leaders were not more risk taking, more visionary, and more creative than the comparisons; they were more disciplined, more empirical, and more paranoid.
  • Innovation by itself turns out not to be the trump card in a chaotic and uncertain world; more important is the ability to scale innovation, to blend creativity with discipline.
  • Following the belief that leading in a "fast world" always requires "fast decisions" and "fast action" is a good way to get killed.
  • The great companies changed less in reaction to a radically changing world than the comparison companies.

The authors challenge conventional wisdom with thought-provoking, sticky, and supremely practical concepts. They include: 10Xers; the 20 Mile March; Fire Bullets, Then Cannonballs; Leading above the Death Line; Zoom Out, Then Zoom In; and the SMaC Recipe.

Finally, in the last chapter, Collins and Hansen present their most provocative and original analysis: defining, quantifying, and studying the role of luck. The great companies and the leaders who built them were not luckier than the comparisons, but they did get a higher Return on Luck.

This book is classic Collins: contrarian, data-driven, and uplifting. He and Hansen show convincingly that, even in a chaotic and uncertain world, greatness happens by choice, not chance.

About the Author

Jim Collins holds B.S. and M.B.A. degrees from Stanford University. A visiting professor of business administration at Stanford Graduate School of Business, he is a management consultant. He has written several articles for the Harvard Business Review, Inc., Fortune magazine, California Management Review and Stanford Magazine. He is the co-author of Built to Last: Successful Habits of Visionary Companies; Managing the Small to Mid-Sized Firm: Readings, Cases and Instructor's Manual; and Beyond Entrepreneurship. He has also worked with Hewlett Packard and McKinsey & Co.

Editorial Reviews

?A sensible, well-timed and precisely targeted message for companies shaken by macroeconomic crises? (Financial Times)
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