Good To Great: Why Some Companies Make the Leap...And Others Don't

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Good To Great: Why Some Companies Make the Leap...And Others Don't

by Jim Collins

HARPERCOLLINS PUBLISHERS | October 4, 2001 | Hardcover |

4.7692 out of 5 rating. 13 Reviews
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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
Usingtough 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 wasshocked 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?

Format: Hardcover

Dimensions: 320 Pages, 6.3 × 9.45 × 0.79 in

Published: October 4, 2001

Publisher: HARPERCOLLINS PUBLISHERS

Language: English

The following ISBNs are associated with this title:

ISBN - 10: 0066620996

ISBN - 13: 9780066620992

Found in: Development and Growth
This is an amazing look at how even businesses that started out "so-so" can make the jump to being a truly excellent operation. No manager can afford to ignore the sometimes-shocking findings of this remarkable book.

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– More About This Product –

Good To Great: Why Some Companies Make the Leap...And Others Don't

Good To Great: Why Some Companies Make the Leap...And Others Don't

by Jim Collins

Format: Hardcover

Dimensions: 320 Pages, 6.3 × 9.45 × 0.79 in

Published: October 4, 2001

Publisher: HARPERCOLLINS PUBLISHERS

Language: English

The following ISBNs are associated with this title:

ISBN - 10: 0066620996

ISBN - 13: 9780066620992

From the Publisher

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
Usingtough 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 wasshocked 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 the Author

Jim Collins is a student of companies-great ones, good ones, weak ones, failed ones-from young start-ups to venerable sesquicentenarians. The author of the national bestseller Good to Great and coauthor of Built to Last, he serves as a teacher to leaders throughout the corporate and social sectors.His work has been featured in Fortune, BusinessWeek, The Economist, USA Today, and Harvard Business Review.

From Our Editors

One of the top ten business books of 2001.

Editorial Reviews

“Built to Last is an unusual business book—seriously researched, unconventional in its conclusions...[It] is well worth reading, particularly by those engaged in trying to reinvigorate our nation’s largest enterprises.” (Richard J. Tofel, Wall Street Journal)
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