 |
 |
 |
|
Discover our featured favorites by Jim Collins. |
|
 |
|
 |
|
|||||||||||||||||||||
Better Together
Customers Who Bought This Item Also Bought
Good to Great and the Social Sectors: A Monograph to Accompany Good to Great by Jim Collins  (61)
$9.56
|
Execution: The Discipline of Getting Things Done by Larry Bossidy  (224)
$18.15
|
First, Break All the Rules: What the World's Greatest Managers Do Differently by Marcus Buckingham (258)
$19.80
|
Winning by Jack Welch  (198)
$18.45
|
In Search of Excellence : Lessons from America's Best-Run Companies by Thomas J. Peters (48)
|
This analysis of what makes great companies great has been hailed everywhere as an instant classic and one of the best business titles since In Search of Excellence. The authors, James C. Collins and Jerry I. Porras, spent six years in research, and they freely admit that their own preconceptions about business success were devastated by their actual findings--along with the preconceptions of virtually everyone else.
Built to Last identifies 18 "visionary" companies and sets out to determine what's special about them. To get on the list, a company had to be world famous, have a stellar brand image, and be at least 50 years old. We're talking about companies that even a layperson knows to be, well, different: the Disneys, the Wal-Marts, the Mercks.
Whatever the key to the success of these companies, the key to the success of this book is that the authors don't waste time comparing them to business failures. Instead, they use a control group of "successful-but-second-rank" companies to highlight what's special about their 18 "visionary" picks. Thus Disney is compared to Columbia Pictures, Ford to GM, Hewlett Packard to Texas Instruments, and so on.
The core myth, according to the authors, is that visionary companies must start with a great product and be pushed into the future by charismatic leaders. There are examples of that pattern, they admit: Johnson & Johnson, for one. But there are also just too many counterexamples--in fact, the majority of the "visionary" companies, including giants like 3M, Sony, and TI, don't fit the model. They were characterized by total lack of an initial business plan or key idea and by remarkably self-effacing leaders. Collins and Porras are much more impressed with something else they shared: an almost cult-like devotion to a "core ideology" or identity, and active indoctrination of employees into "ideologically commitment" to the company.
The comparison with the business "B"-team does tend to raise a significant method