Good to Great : Why Some Companies Make the Leap ... And Others Don't
(eBook)
Author
Published
[Place of publication not identified] : HarperCollins, [2011].
Physical Desc
1 online resource (320 pages)
Appears on list
Status
Description
MasterClass is the streaming platform that makes it possible for anyone to watch or listen to hundreds of video lessons taught by 150+ of the world’s best.
Whether it be in business and leadership, photography, cooking, writing, acting, music, sports and more, MasterClass delivers a world class online learning experience. Video lessons are available anytime, anywhere on your smartphone, personal computer, Apple TV and FireTV streaming media players. -masterclass.com
Whether it be in business and leadership, photography, cooking, writing, acting, music, sports and more, MasterClass delivers a world class online learning experience. Video lessons are available anytime, anywhere on your smartphone, personal computer, Apple TV and FireTV streaming media players. -masterclass.com
Also in this Series
Checking series information...
More Details
Format
eBook
Language
English
ISBN
9780062119209
UPC
9780062119209
Notes
Restrictions on Access
Access limited to subscribing institutions.
Description
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?".
Reviews from GoodReads
Loading GoodReads Reviews.
Citations
APA Citation, 7th Edition (style guide)
Collins, J. C. 1. (2011). Good to Great: Why Some Companies Make the Leap ... And Others Don't . HarperCollins.
Chicago / Turabian - Author Date Citation, 17th Edition (style guide)Collins, James C. 1958-. 2011. Good to Great: Why Some Companies Make the Leap ... And Others Don't. HarperCollins.
Chicago / Turabian - Humanities (Notes and Bibliography) Citation, 17th Edition (style guide)Collins, James C. 1958-. Good to Great: Why Some Companies Make the Leap ... And Others Don't HarperCollins, 2011.
MLA Citation, 9th Edition (style guide)Collins, James C. 1958-. Good to Great: Why Some Companies Make the Leap ... And Others Don't HarperCollins, 2011.
Note! Citations contain only title, author, edition, publisher, and year published. Citations should be used as a guideline and should be double checked for accuracy. Citation formats are based on standards as of August 2021.
Staff View
Grouped Work ID
eb5f6777-75fd-e0de-923c-b08b3c263b09-eng
Grouping Information
Grouped Work ID | eb5f6777-75fd-e0de-923c-b08b3c263b09-eng |
---|---|
Full title | good to great why some companies make the leap and others don t |
Author | collins james c |
Grouping Category | book |
Last Update | 2023-07-05 14:19:07PM |
Last Indexed | 2024-03-27 04:42:11AM |
Book Cover Information
Image Source | coce_google_books |
---|---|
First Loaded | May 1, 2022 |
Last Used | Nov 15, 2023 |
Marc Record
First Detected | Sep 03, 2021 10:01:54 AM |
---|---|
Last File Modification Time | Jul 05, 2023 02:26:08 PM |
MARC Record
LEADER | 04135nam a22003731i 4500 | ||
---|---|---|---|
001 | frd00029521 | ||
003 | CtWfDGI | ||
005 | 20201125144931.0 | ||
006 | m o d | ||
007 | cr un ---auuuu | ||
008 | 190614s2011 xx o 000 0 eng d | ||
020 | |a 9780062119209|q (epub) | ||
024 | 3 | |a 9780062119209 | |
040 | |a CtWfDGI|b eng|e rda|c CtWfDGI | ||
050 | 4 | |a HD57.7 | |
082 | 0 | 4 | |a 658|2 21 |
100 | 1 | |a Collins, James C.|q (James Charles),|d 1958-|e author. | |
245 | 1 | 0 | |a Good to Great :|b Why Some Companies Make the Leap ... And Others Don't /|c Jim Collins. |
264 | 1 | |a [Place of publication not identified] :|b HarperCollins,|c [2011] | |
264 | 4 | |c ©2011 | |
300 | |a 1 online resource (320 pages) | ||
336 | |a text|b txt|2 rdacontent | ||
337 | |a computer|b c|2 rdamedia | ||
338 | |a online resource|b cr|2 rdacarrier | ||
506 | |a Access limited to subscribing institutions. | ||
520 | |a 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?". | ||
588 | 0 | |a Print version record. | |
650 | 0 | |a Leadership. | |
650 | 0 | |a Organizational change. | |
650 | 0 | |a Strategic planning. | |
650 | 0 | |a Technological innovations|x Management. | |
650 | 7 | |a BUSINESS & ECONOMICS / Management.|2 bisacsh | |
655 | 0 | |a Electronic books. | |
856 | 4 | 0 | |3 Freading|u https://hchlibrary.freading.com/ebooks/details/r:download/Y29tLmhhcnBlcmNvbGxpbnMuOTc4MDA2MjExOTIwOQ==|z Click here |