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Good to Great Ser.: Good to Great : Why Some Companies Make the Leap... et...

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Lieu : Vero Beach, Florida, États-Unis

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itdontstop (183)
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Numéro de l'objet eBay :266590034224

Dernière mise à jour : avr. 12, 2024 08:59:35 HAEAfficher toutes les modificationsAfficher toutes les modifications

Caractéristiques de l'objet

État: Entièrement neuf: Un livre neuf, non lu, non utilisé et en parfait état, sans aucune page manquante ...

ISBN: 9780066620992

Book Title: Good to Great : Why Some Companies Make the Leap... and Others Don't

Book Series: Good to Great Ser.

Publisher: HarperCollins

Item Length: 9.2 in

Publication Year: 2001

Format: Hardcover

Language: English

Illustrator: Yes

Item Height: 1 in

Author: Jim Collins

Genre: Technology & Engineering, Business & Economics

Topic: Leadership, General, Development / Business Development, Management, Strategic Planning, Corporate Finance / General, Organizational Development

Item Weight: 17.4 Oz

Item Width: 6.1 in

Number of Pages: 320 Pages

À propos de ce produit

Product Identifiers

Publisher

HarperCollins

ISBN-10

0066620996

ISBN-13

9780066620992

eBay Product ID (ePID)

1934485

Product Key Features

Book Title

Good to Great : Why Some Companies Make the Leap... and Others Don't

Number of Pages

320 Pages

Language

English

Publication Year

2001

Topic

Leadership, General, Development / Business Development, Management, Strategic Planning, Corporate Finance / General, Organizational Development

Illustrator

Yes

Genre

Technology & Engineering, Business & Economics

Author

Jim Collins

Book Series

Good to Great Ser.

Format

Hardcover

Dimensions

Item Height

1 in

Item Weight

17.4 Oz

Item Length

9.2 in

Item Width

6.1 in

Additional Product Features

Intended Audience

Trade

LCCN

2001-024818

Dewey Edition

Series Volume Number

CLASSIFICATION_METADATA

{"IsNonfiction":["Yes"],"IsOther":["No"],"IsAdult":["No"],"MuzeFormatDesc":["Hardcover"],"IsChildren":["No"],"Genre":["TECHNOLOGY & ENGINEERING","BUSINESS & ECONOMICS"],"Topic":["Organizational Development","Management","Strategic Planning","Corporate Finance / General","General","Leadership","Development / Business Development"],"IsTextBook":["No"],"IsFiction":["No"]}

Dewey Decimal

658

Synopsis

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 very beginning. 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?, 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 very beginning. 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 FindingsThe 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?

LC Classification Number

HD57.7.C645 2001

ebay_catalog_id

2001

Description de l'objet du vendeur

Le vendeur assume l'entière responsabilité de cette annonce.

Numéro de l'objet eBay :266590034224

Dernière mise à jour : avr. 12, 2024 08:59:35 HAEAfficher toutes les modificationsAfficher toutes les modifications

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Vero Beach, Florida, États-Unis

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4,87 $US (environ 6,70 $C)	États-Unis	Expédition au tarif économique (USPS Media MailTM)	Livraison prévue entre le lun. 24 juin et le mar. 25 juin à 43230

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4.7

132 évaluations du produit

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par rich5059
avr. 09, 2006
Airplane reading for CEOs and small business owners
This is a business book on how to measure greatness in a corporate structure and what items led up to a company being great. This is aimed at the male market but is good for both sexes to hear. If you were disappointed by this writers last book you will be happy to know he got his act together on this one. Numbers junkies sleep well, his techniques for defining great corporate structure are sound. One way for a company to be great is that the leaders are not social icons in big homes but they are just normal folks who look to do the best job possible. If you liked the book Millionaire Next Door you will see a lot of leadership skills that are similar. This is a good read but is far better on audio because the data gets a bit old for the average human. RICH CHICKS specializes in ... This is a business book on how to measure greatness in a corporate structure and what items led up to a company being great. This is aimed at the male market but is good for both sexes to hear. If you were disappointed by this writers last book you will be happy to know he got his act together on this one. Numbers junkies sleep well, his techniques for defining great corporate structure are sound. One way for a company to be great is that the leaders are not social icons in big homes but they are just normal folks who look to do the best job possible. If you liked the book Millionaire Next Door you will see a lot of leadership skills that are similar. This is a good read but is far better on audio because the data gets a bit old for the average human. RICH CHICKS specializes in financial education for women and we read hundreds of books on personal finance every year! We have left many book reviews all over this site.
par ammon15
déc. 14, 2010
bad to worse
After reading this book I was not very impressed. Jim Collins started with a template and tried to find companies that would fit into his template. His leadership idea is nothing new and he could have taken all the leaders in the world and found stories that fit into his mold. His revelations are obnoxious and he spends about half the book talking about the good to great concept instead of using deep analysis to uncover some hidden truths. One of the greatest flaws of this book is how he took a good look at certain companies through interviews but he failed to study any of the accounting changes that effected some of the businesses he discusses. One of the most notable is Walgreen's and circuit city who were able to structure their leases in such a way that they did not have to ... After reading this book I was not very impressed. Jim Collins started with a template and tried to find companies that would fit into his template. His leadership idea is nothing new and he could have taken all the leaders in the world and found stories that fit into his mold. His revelations are obnoxious and he spends about half the book talking about the good to great concept instead of using deep analysis to uncover some hidden truths. One of the greatest flaws of this book is how he took a good look at certain companies through interviews but he failed to study any of the accounting changes that effected some of the businesses he discusses. One of the most notable is Walgreen's and circuit city who were able to structure their leases in such a way that they did not have to disclose them on the balance sheet as assets or liabilities. Walgreens and Circuit City grew because their bankers didn't get the full picture of how much debt the company was able to take on under the table and not disclose. Now that these companies are forced to disclose that information they appear less solvent and their stock price has adjusted to reality. Additionally Circuit City tanked when the new accounting practices and bad economy showed how insolvent they really were. Other things Jim Collins failed to mention involved the establishment of right to work states that ended union control on companies and allowed NUCOR to establish one of the most efficient manufactures in the world. Most of the companies Jim talks about have fallen apart in heaps and are bad to average. He should have written a book about how little research he had to do to write a book that would get praise from the entire academic sector but be a complete bad to worse book at best. Don't buy the book! Save your money and take some accounting classes and you can then uncover what takes a company from good to great!
par 2Oko10YdQqq@Deleted
avr. 05, 2007
Good to Great
Jim Collins’ book, “Good to Great” is a summarization of 6 months of research and analysis of numerous companies’ financial data’s. After the research was completed Collins’ team discovered 11 companies that have exhibited various accomplishments to earn themselves a title of a “Good to Great” company. These companies’ stock returns were, all at one time, at or below the markets’. They then experience a growth until they registered stock returns three times that of the market, and were able to sustain this success for at least 15 years. These 11 exceptional companies where then compared to other companies in the same industry, that had the same or similar opportunities and had access to comparable resources. The bulk of the text is a synopsis of the concepts that enabled the good to great ... Jim Collins’ book, “Good to Great” is a summarization of 6 months of research and analysis of numerous companies’ financial data’s. After the research was completed Collins’ team discovered 11 companies that have exhibited various accomplishments to earn themselves a title of a “Good to Great” company. These companies’ stock returns were, all at one time, at or below the markets’. They then experience a growth until they registered stock returns three times that of the market, and were able to sustain this success for at least 15 years. These 11 exceptional companies where then compared to other companies in the same industry, that had the same or similar opportunities and had access to comparable resources. The bulk of the text is a synopsis of the concepts that enabled the good to great companies to achieve and sustain their success. The first concept is leadership. Collins uses levels to identify the better leaders. The highest level, 5, are leaders that display modesty, have the interests of the company ahead of their own. They are not flamboyant and focus on setting up successors for future success. They have a need to sustain results, will do whatever it takes to achieve greatness and look to themselves in failure. The next concept is “first who then what.” This concept explains how the good to great companies went out and found “good” people and got rid of the “bad” people, before discovering their core competency. These companies always used their best people for the biggest opportunity, instead of the biggest problem. Collins makes the comparison of companies with genius leaders who are surrounded by incompetent workers and cannot get anything done or done properly Another difference between the good to great companies and the others, are that the good to great companies were able to “confront brutal facts.” They understand their industries and realized they have problems and limitations that would hinder them from accomplishing various things; whether it is money, people or opportunity. Collins uses the example of A&P, who at one time were the second largest company in the country. A&P’s leaders did not face the fact that their industry was changing, because of greater demands for super stores, like Wal-Mart. Wal-Mart made the move, while A&P did not and the rest is history. For the “hedge hog” concept, Collins uses an insightful analogy of a hedge hog and a fox. The fox is never focused, when he sees another animal, he attacks, without hesitation or study. The hedge hog is focused and never leaves his burrow unless necessary and with proper defences. The good to great companies, or the hedge hogs, are focused on their issue. They ask themselves three questions; 1. What can we be the best in the world at? 2. What are we deeply passionate about? 3. What drives our economic engine? These three questions, which Collins calls the three “circles,” were the basis of which the good to great companies decided on what they would focus on. To ensure that the company’s people would follow these three circles, the good to great companies all show a strong culture of discipline. This does not mean; a tyrant disciplinarian. Rather it means; after getting “good” people, they themselves are guided by the consistent system of the three circles and operate freely within them.
par 300703918@deleted
juil. 09, 2006
Good to Great
I reviewed "Good to Great" for a class in educational administration. The author, Jim Collins, uses success of companies in business and industry to outline the qualities of excellent (or as he describes "Level 5") leaders. The practical applications would be of interest to a variety of leaders, including pastors, educators, business owners, CEO's, etc. I would highly recommend it.
par mekon1971
mai 16, 2006
A wealth of information for the inspired and aspiring
This book by Jim Collins was presented to me by the President and CEO of the company I work for after I conducted an interview with him as part of an assignment for a leadership class I'm taking at a local community college. During the interview I asked him for a quote, and he referred to this book and said, "Make sure you have all the right people on the bus!" I really didn't know what this meant until I read the book. It gave me an entire new point of view on how to be a better manager and leader. It has a lot of numbers backing up his data, but once you get beyond those dry parts, it has a wealth of useful information on what it takes to make a Good business Great! I would definetly recommend this book and have now read it twice!This book by Jim Collins was presented to me by the President and CEO of the company I work for after I conducted an interview with him as part of an assignment for a leadership class I'm taking at a local community college. During the interview I asked him for a quote, and he referred to this book and said, "Make sure you have all the right people on the bus!" I really didn't know what this meant until I read the book. It gave me an entire new point of view on how to be a better manager and leader. It has a lot of numbers backing up his data, but once you get beyond those dry parts, it has a wealth of useful information on what it takes to make a Good business Great! I would definetly recommend this book and have now read it twice!