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Showing 1-10 of 217 reviews(Verified Purchases). See all 288 reviews
on August 28, 2017
Extends the reach of Collins' excellent Good to Great to relevance beyond profit-centered corporations. Addresses the different dynamics of mission driven social sector, both not for profits and government helping agencies. A discerning reader could apply parts of Collins' Good to Great to organizations that are not profit driven. This little tome addresses a gap.
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VINE VOICEon April 4, 2013
"The moment you think of yourself as great, your slide toward mediocrity will have begun" says Jim Collins in this easy-to-read 35-page booklet. Your team will appreciate his insights on how a nonprofit or church measures results.

"All data is flawed," writes Collins. "It doesn't really matter whether you can quantify your results. What matters is that you rigorously assemble evidence--quantitative or qualitative--to track your progress."

Leverage this booklet to help your team understand the difference between greatness and "business-like." After you read it, ask your nonprofit board and senior team to address these questions:
1. Where are we on a scale of "mediocre" to "great?"
2. How rigorously do we assemble evidence to document our results?
3. What assignment should we make today as a result of this discussion?

I urge my nonprofit clients to always appoint one semi-cynic in every meeting (board meeting or staff meeting) who will frequently (but graciously) shout out, "How do we know that? What research have we done to affirm that assumption about our...people/donors/volunteers/clients/customers, etc." Try it!
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on March 10, 2016
Finally, a book from Jim Collins on Good to Great for Social Sectors which should be read by everybody working in social enterprises and organization, who are not operating as businesses and companies in their field, but who want to contribute their very best in the interest of people's rights and wellbeing around the world. A lot to learn and apply!
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on February 24, 2011
It's the mission ...the mission ...the mission.

What distinguishes a good company from a great company? If you're in the private sector, chances are that your answer is profit, return-on-investment (ROI). In 1972, $10,000 invested in Southwest Airlines would be worth $10 million thirty years later; if you invested in Pan Am.... In the social sector, what makes an organization great is its performance relative to its mission.

"Good to Great and the Social Sectors" builds on Jim Collins' earlier work and is a standalone monograph for those whose business it is to serve. No doubt, some principles of management transcend sector but some do not. How do you harness the power of individual volunteers to achieve greatness when no one even has to show up? How do you motivate (and retain) a staff that is not working solely for the money? How do you create and maintain an organizational culture that stubbornly, resolutely, persists in the face of uncertainty, when you and the individuals you serve are not valued as much as when times were good?

In today's world, budgets for government agencies and funding streams for voluntary providers are in doubt. At the most prosperous moment in human history, we are experiencing class warfare like never before. The American taxpayer is "mad as Hell and not gonna take it anymore" ...as if "it" was cruel exploitation taken while the taxpayer was distracted --presumably watching an episode of The Simpsons. Sadly, many politicians are reacting in kind. For a social sector organization to navigate in hostile waters, it had better be thinking about its mission.

"Good to Great and the Social Sectors" is a guide for leaders of organizations that care about people, but it is also realistic about what it takes to become GREAT. After all, that's the point. It will help you focus, organize, and value those in your organization who have a desire to give meaning to one's life. It will help you assess the turf and build your brand; "anyone seeking to cut funding must contend with the brand".

Jim Collins says, "If we only have great companies, we will merely have a prosperous society, not a great one. Economic growth and power are the means, not the definition, of a great nation." Bravo!
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on November 2, 2013
This is a great little book that is best understood in the context of the larger work "Good to Great" but can be read and understood well on its own. I respect Colliins' candor in admitting that he learned from non-profit leaders that the insights he gleaned from his research in Good to Great didn't apply totally to nonprofits - and Collins' adjusted his thesis accordingly. Most folks don't have the integrity to do this. Anyway . . . .I've used this little book (and the larger one) in facilitating executive team and board retreats for nonprofits with strong success. The ideas are data-driven, the case studies are illuminating, and the website materials that support this body of work offer great discussions questions, exercises, and diagnostics. This is one of best organizational books I've read and used.
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on August 22, 2011
Anyone who's read Good to Great will know that the original book is full of great stories about how businesses went from simply being "good" to being "great." Though some of these companies are not held in the same high esteem they were when Jim Collins wrote the original (Circuit City or Fannie Mae, anyone?) -- the observations he took from those companies are still valid today.

The missing piece from Good to Great is how to make the original work for organizations that don't have the bottom line as the driving factor. Nonprofits still need to have "the right people on the bus," "Level 5 Leadership," and need to have a "hedgehog," but Collins didn't tell us how these applied to the non-business sector.

This problem is addressed in this small add-on -- Good to Great and the Social Sectors, a small read that makes it clear on how nonprofits can still apply Good to Great values to their own organizations with mission -- not profit -- in mind. This work doesn't stand on its own, however; one must read the original book to understand the principles in-depth so they'll make sense when the reader comes upon them in Good to Great and the Social Sectors.

As one of the best business and leadership books of the past decade, From Good to Great is a must-read for any for-profit or nonprofit executive, but the latter would be more easily guided in how those principles will work for them in this very reasonably priced followup.
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on May 27, 2017
Ties "Good to Great" private sector ideas to social sector problems. Definitely must read "Good to Great" first...before getting into this one. Solid read!
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on July 15, 2013
This is the first honest look at how the social sectors are different from the private sector, and how the application of private sector thinking is NOT the answer to a great social sector organization. It address the perplexing issues of social sector metrics (measurement of progress), and comes to a very practical conclusion. It also examines other Good to Great concepts from a social sector perspective, including leadership, getting the right people on the bus, the Hedgehog principle, funding, and building the brand. This book has helped us completely refocus and redefine our organization, and it's paying huge dividends. And it's only 35 pages in length, so it doesn't take a lot of time to read it -- but it will generate hours of deep thinking on how to take your organization or government entity from good to great.
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on September 12, 2015
Collins applies his time tested and well researched criteria for greatness to non profits and governmental organizations. He gives the lie to the nation that running government " like a business" makes it more effective. He effectively shows how the proper distinction is between GREAT organizations of any type, and all the rest, building on his research and analysis in his "Good To Great." Must read for NGO and government leaders, or for that matter leaders in any sector.
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on March 6, 2015
This is an excellent book which takes the principles of greatness (not just business principles) and applies them to the uniqueness of the social sectors. It is insightful about the differences between organizations which make a profit and those which provide a product or service which is needed in society but which cannot be sold at a profit. It includes a helpful review of the resource engine and shows how it can vary significantly from organization to organization - some with products and income and others which rely solely on grants and donations.
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