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Good to Great: Why Some Companies Make the Leap...And Others Don't (Good to Great, 1) Tapa dura – 16 Octubre 2001

de Jim Collins (Author)
4.5 4.5 de 5 estrellas 8,938 calificaciones
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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?

Diapositiva anterior de detalles del producto
  1. Libro 1 de 6
    Good to Great
  2. Número de páginas
    300 páginas
  3. Idioma
    Inglés
  4. Editorial
    Harper Business
  5. Fecha de publicación
    16 Octubre 2001
  6. Dimensiones
    6.12 x 1.05 x 9.25 pulgadas
  7. ISBN-10
    9780066620992
  8. ISBN-13
    978-0066620992
  9. Ver todos los detalles
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  1. Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice.
    Destacada por 14,906 lectores de Kindle
  2. When you have disciplined people, you don’t need hierarchy. When you have disciplined thought, you don’t need bureaucracy. When you have disciplined action, you don’t need excessive controls. When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great performance.
    Destacada por 13,571 lectores de Kindle
  3. The good-to-great companies did not focus principally on what to do to become great; they focused equally on what not to do and what to stop doing.
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  4. Practical Discipline #3: Put your best people on your biggest opportunities, not your biggest problems.
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  5. Practical Discipline #1: When in doubt, don’t hire—keep looking.
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Five years ago, Jim Collins asked the question, "Can a good company become a great company and if so, how?" In Good to Great Collins, the author of Built to Last, concludes that it is possible, but finds there are no silver bullets. Collins and his team of researchers began their quest by sorting through a list of 1,435 companies, looking for those that made substantial improvements in their performance over time. They finally settled on 11--including Fannie Mae, Gillette, Walgreens, and Wells Fargo--and discovered common traits that challenged many of the conventional notions of corporate success. Making the transition from good to great doesn't require a high-profile CEO, the latest technology, innovative change management, or even a fine-tuned business strategy. At the heart of those rare and truly great companies was a corporate culture that rigorously found and promoted disciplined people to think and act in a disciplined manner. Peppered with dozens of stories and examples from the great and not so great, the book offers a well-reasoned road map to excellence that any organization would do well to consider. Like Built to Last, Good to Great is one of those books that managers and CEOs will be reading and rereading for years to come. --Harry C. Edwards

De Publishers Weekly

In what Collins terms a prequel to the bestseller Built to Last he wrote with Jerry Porras, this worthwhile effort explores the way good organizations can be turned into ones that produce great, sustained results. To find the keys to greatness, Collins's 21-person research team (at his management research firm) read and coded 6,000 articles, generated more than 2,000 pages of interview transcripts and created 384 megabytes of computer data in a five-year project. That Collins is able to distill the findings into a cogent, well-argued and instructive guide is a testament to his writing skills. After establishing a definition of a good-to-great transition that involves a 10-year fallow period followed by 15 years of increased profits, Collins's crew combed through every company that has made the Fortune 500 (approximately 1,400) and found 11 that met their criteria, including Walgreens, Kimberly Clark and Circuit City. At the heart of the findings about these companies' stellar successes is what Collins calls the Hedgehog Concept, a product or service that leads a company to outshine all worldwide competitors, that drives a company's economic engine and that a company is passionate about. While the companies that achieved greatness were all in different industries, each engaged in versions of Collins's strategies. While some of the overall findings are counterintuitive (e.g., the most effective leaders are humble and strong-willed rather than outgoing), many of Collins's perspectives on running a business are amazingly simple and commonsense. This is not to suggest, however, that executives at all levels wouldn't benefit from reading this book; after all, only 11 companies managed to figure out how to change their B grade to an A on their own.

Copyright 2001 Cahners Business Information, Inc.

Detalles del producto

  • ASIN ‏ : ‎ 0066620996
  • Editorial ‏ : ‎ Harper Business; First Edition (16 Octubre 2001)
  • Idioma ‏ : ‎ Inglés
  • Tapa dura ‏ : ‎ 300 páginas
  • ISBN-10 ‏ : ‎ 9780066620992
  • ISBN-13 ‏ : ‎ 978-0066620992
  • Dimensiones ‏ : ‎ 6.12 x 1.05 x 9.25 pulgadas
  • Opiniones de clientes:
    4.5 4.5 de 5 estrellas 8,938 calificaciones

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Jim Collins

Jim Collins

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Jim Collins is a student and teacher of what makes great companies tick, and a Socratic advisor to leaders in the business and social sectors. Having invested more than a quarter century in rigorous research, he has authored or coauthored a series of books that have sold in total more than 10 million copies worldwide. They include Good to Great, the #1 bestseller, which examines why some companies make the leap and others don’t; the enduring classic Built to Last, which discovers why some companies remain visionary for generations; How the Mighty Fall, which delves into how once-great companies can self-destruct; and Great by Choice, which uncovers the leadership behaviors for thriving in chaos and uncertainty. Jim has also published two monographs that extend the ideas in his primary books: Good to Great and the Social Sectors and Turning the Flywheel.

His most recent publication is BE 2.0 (Beyond Entrepreneurship 2.0), an ambitious upgrade of his very first book; it returns Jim to his original focus on small, entrepreneurial companies and honors his coauthor and mentor Bill Lazier.

Driven by a relentless curiosity, Jim began his research and teaching career on the faculty at the Stanford Graduate School of Business, where he received the Distinguished Teaching Award in 1992. In 1995, he founded a management laboratory in Boulder, Colorado, where he conducts research and engages with CEOs and senior-leadership teams.

In addition to his work in the business sector, Jim has a passion for learning and teaching in the social sectors, including education, healthcare, government, faith-based organizations, social ventures, and cause-driven nonprofits. In 2012 and 2013, he had the honor to serve a two-year appointment as the Class of 1951 Chair for the Study of Leadership at the United States Military Academy at West Point.

Jim holds a bachelor's degree in mathematical sciences and an MBA from Stanford University, and honorary doctoral degrees from the University of Colorado and the Peter F. Drucker Graduate School of Management at Claremont Graduate University. In 2017, Forbes selected Jim as one of the 100 Greatest Living Business Minds.

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4.5 de 5 estrellas
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One of the best business books you can read.
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Magnus
5.0 de 5 estrellas enlightening and profound
Calificado en Estados Unidos el 23 de septiembre de 2024
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This was my second read of the book and i still cherish every ideas highlighted in the book. Packed in simple anecdotes the ideas are easy to understand, but takes time and energy to apply it
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BJHarris
5.0 de 5 estrellas GOOD to GREAT...Highly Recommend
Calificado en Estados Unidos el 7 de junio de 2013
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Jim Collins states in his book, "Good is the enemy of great. And that is one of the key reasons why we have so little that become great...We believe that almost any organization can substantially improve its stature and performance, perhaps even become great, if it conscientiously applies the frame work of ideas we've uncovered." After reading that statement I became very curious and wanting to continue reading to see what are the components that make a good company to be a great company, in hopes of maybe being apply it myself one day I really enjoyed the way in which Collins organized the book. From his five year research study of 28 different companies Good to Great discusses key critical concepts revealed through his studies as to why some companies became successful great companies, while the others continued to be good. Collins found from his research within a great company you will have discipline people, with discipline thought, drives discipline actions. Within each discipline it is broken down into a subset of two components:
I. Discipline People
a. Level 5 Leadership
b. First Who... Then What
II. Discipline Thought
a. Confront the Brutal facts
b. Hedgehog Concepts
III. Discipline Action
a. Culture of Discipline
b. Technology Accelerators
I believe by organizing the book in this matter enabled me to really understand the severity of the critical components and how their relationships if applied will in allow a good company to become a great company. Starting with Discipline People, Collins conducted and analyzed his research by introducing the types of leaders you would find in a great company versus those in a just a good company and the characteristics that these great leaders possessed, such as humility and will. They lead with the interest of the company and not for their own selfish reasoning. Next was the First Who ...Then what which discuss getting the right people on board and the wrong people out. Collins states, "People are not your most important assets. The right people are." Collins stresses the importance of first getting the right people in the right places in your company and weeding out the wrong and then figure out where your company wants to go.
Next is the Discipline Thought, within the subset of discipline thought a company must possess the ability to confront the brutal facts and not live in denial. Being able to do this will allow the company to stay updated and proactive when faced with making decisions. Collins presented a methodology for the companies to be able to face the truth. He says an organization must lead with questions not answers, engage in dialogue and debate, and use the "red flag mechanism" where anything that is red flagged is information that cannot be ignored and must be handled immediately. Collins also mentioned under the category of discipline thought is the Hedgehog Concept. The Hedgehog Concept is about a Fox and Hedgehog, where the Fox (good companies) knows a lot about variety of things whereas the Hedgehog (great companies) knew a lot about one thing. Being hedgehog is more beneficial for both the company and the individual because it the clarity drives focus and direction whereas the fox has neither one direction nor focus which can backfire later down the road.
Lastly, having discipline people with discipline thoughts will drive to discipline action which uses the culture of discipline and technology as another tool to help transform the company from good to great. Collins also refers to the Flywheel Concept. He says that a good to great company never happens all at once it take a lot of effort and time to get it going, like the flywheel. The flywheel requires a lot of pushing to get it to turn and after x amount of time it will begin to gain momentum.
Throughout the book Collins gives great examples for each discipline and its component and how it either went from good to great or continued to be good. Along with the examples Collins provides pleather of diagrams and charts in the appendix, which becomes a great reference for the reader and creates a better understanding of what is needed to go from a good company to a great company. Generally the book is a very easy read which makes it that much more interesting to want to apply to your company or even for yourself. It takes the feeling of the impossible away, like Collin stated, "We believe that almost any organization can substantially improve its stature and performance, perhaps even become great, if it conscientiously applies the frame work of ideas we've uncovered." Overall if you are looking to transform your company, Good to Great is a read that I highly recommend.
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Asim Ghaffar
4.0 de 5 estrellas Decoding Greatness
Calificado en Estados Unidos el 19 de junio de 2024
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"Good to Great" by Jim Collins offers timeless insights into what elevates a company from mediocrity to excellence. Despite its publication over two decades ago, the principles it espouses remain relevant, making this book a worthwhile read for anyone interested in business leadership. The hedgehog concept, which emphasizes the importance of focusing on what you can be best at, deeply resonated with me and was a highlight of my reading experience.

Collins artfully combines rigorous research with engaging storytelling, pulling out lessons that are both actionable and profound. Some of the most striking quotes from the book—such as "The good-to-great companies did not focus principally on what to do to become great; they focused equally on what not to do and what to stop doing" and "Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice"—underscore the book’s central message that great achievements stem from deliberate decisions and disciplined people.

While the book might feel a bit dated in some of its examples, the core ideas about disciplined people, thought, and action provide crucial guidance for anyone aiming to transform their organizational culture from good to great. Highly recommended for its clear concepts and transformative insights. A solid 8/10.
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Lonnie E. Holder
5.0 de 5 estrellas Observations of Good Companies that Transitioned to Great
Calificado en Estados Unidos el 23 de septiembre de 2004
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In reading the reviews of this book you will likely think that either this book is a piece of trash, or a road map to being the greatest company on earth. However, this book is neither. What Jim Collins and his staff of researchers did was to analyze 1,435 companies that had appeared in the Fortune 500 to find 11 companies with a specific set of characteristics. A couple of the most key characteristics were that these companies had to have been good performers for a number of years and then gone through a transition phase where they achieved well above industry average in performance sustained for at least 15 years.

Once these 11 companies were chosen along with comparison companies, Jim Collins and his research team looked for common characteristics between these companies. What they believe they found they defined as: having level 5 leadership; having the right people in the company; confronting the brutal facts of their situation; defining what a company is good at; discipline; and the flywheel effect. Collins also discusses the role of technology with an interesting conclusion. While you could likely have guessed some of what they found, Collin's assertion is that a company that has transitioned from good to great and sustained that performance would have each of these characteristics.

What makes this book a great read? The support Collins provides for his conclusions. Collins rigorously assembled facts and then attempted to infer the common factors between the selected companies. While you may argue whether the selected companies will be great in the future, or whether other great companies exist that also made a good to great transition, the fact remains that he and his team did not waver in their criteria and they were able to observe the common characteristics that are described in this book.

The greatest difficulty with the book is that it does not provide a roadmap for any particular company to make the transition. The reader is left to determine how his company might be able to achieve the characteristics of a good-to-great company, or perhaps, how to eliminate the characteristics of a company that would prevent the company from being great, or perhaps even good. One general point of agreement is that each of the defined characteristics is worthy of achieving.

There are a few weaknesses in book. One question that we asked (the leadership team of my company) was whether level 5 leadership could exist with second tier management and not with the top leader. Collins seemed to think that the top leader in the company needed to be a level 5 leader, but we thought that a level 4 leader with a strong level 5 leadership at the second tier could well accomplish the same goal. We also looked at the recent stock market performance of the 11 companies chosen and discovered that more recently some of these companies had performed very poorly. We believe that an effective follow up to this book would be an analysis of companies that went from good to great to good or less than good to see whether a failure in one of the identified factors was the cause of the drop.

This book offers a lot of thought-provoking information. It is a widely-read book because of the methodology Collins used in his data collection. It helps that this book is well-written and a quick read. Neither makes this book a perfect business book, but certainly the conclusions should make us all consider how we can make our companies better. An excellent companion book to "Built to Last."
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Matias
5.0 de 5 estrellas Excelent Book: Unlocking the Secrets of Business Excellence
Calificado en Canadá el 10 de mayo de 2024
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 Jim Collins' seminal work, "Good to Great: Why Some Companies Make the Leap...And Others Don't," is not just a book; it's a roadmap for achieving enduring business success. Drawing on years of rigorous research and analysis, Collins and his team unravel the mysteries behind what sets truly exceptional companies apart from the merely good ones.

Good to Great: Why Some Companies Make the Leap...And Others Don't" is essential reading for anyone interested in the pursuit of excellence in business. With its rigorous research, compelling narrative, and practical wisdom, it offers a roadmap for achieving enduring success in an ever-changing world. I wholeheartedly recommend it to anyone seeking to unlock the secrets of business greatness
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Matias
5.0 de 5 estrellas Excelent Book: Unlocking the Secrets of Business Excellence
Calificado en Canadá el 10 de mayo de 2024
Jim Collins' seminal work, "Good to Great: Why Some Companies Make the Leap...And Others Don't," is not just a book; it's a roadmap for achieving enduring business success. Drawing on years of rigorous research and analysis, Collins and his team unravel the mysteries behind what sets truly exceptional companies apart from the merely good ones.

Good to Great: Why Some Companies Make the Leap...And Others Don't" is essential reading for anyone interested in the pursuit of excellence in business. With its rigorous research, compelling narrative, and practical wisdom, it offers a roadmap for achieving enduring success in an ever-changing world. I wholeheartedly recommend it to anyone seeking to unlock the secrets of business greatness
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matheus aureliano
5.0 de 5 estrellas Excelente
Calificado en Brasil el 12 de abril de 2024
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5.0 de 5 estrellas an amazing book who wants to lear about impecable leadership, management and operations to apply in struggling or unorganized companies
Calificado en México el 16 de julio de 2023
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an amazing book who wants to lear about impecable leadership, management and operations to apply in struggling or unorganized companies
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Wafaa
2.0 de 5 estrellas Bad quality paper
Calificado en Emiratos Árabes Unidos el 6 de agosto de 2024
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My starts are for paper quality only not book contents
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5.0 de 5 estrellas Timeless piece of business management
Calificado en Francia el 30 de mayo de 2024
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Insanely powerful by its own nature of timelessness but also its humility with which it comes up with factual observation, and not fancy management recommendations (DOs and DONTs).

The most powerful key takeway for me is, when we align the right people, the right thinking, the right action course, over the long term, we're dramatically increasing the odds of success. No matter the industry, the geography, and the product we sell (whether bleeding edge tech or legacy consumer business)
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