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Good to Great - James C. Collins (CD)
Title: Title: Good to Great: Why Some Companies Make the Leap... and Others Don't Author: Jim Collins Genre: Business and Economics Format: 5 CDs (Abridged) Synopsis: Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how longterm 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 radical restructuring fail to make the leap. Review: Choice (February 1, 2002) This sequel to Collins and Jerry Porras's Built to Last: Successful Habits of Visionary Companies (3rd ed., 2000) is the result of a five-year, team-based research effort that examined the critical factors that distinguish good companies from truly great companies. Employing a rigorous, multifaceted methodology, the author identified 11 companies that follow a basic pattern: 15-year cumulative stock returns at or below the general stock market, punctuated by a transition point, then cumulative returns at least three times the market over the next 15 years. Based on his extensive research, Collins presents a three factor, six-element model to identify characteristic traits of the truly great companies: disciplined people, disciplined thought, and disciplined action. He addresses a seventh notion--the flywheel--as the overarching factor that catapults a company from just good to truly great. The author concludes by comparing and analyzing the concepts in Built to Last with those presented in this current volume. Extensive appendixes and notes provide supplemental documentation supporting Collins's research-based thesis. Faculty and upper-division undergraduate and graduate students will find this work a useful adjunct to business strategy courses. M. J. Safferstone Mary Washington College