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


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

review Good to Great: Why Some Companies Make the Leap... and Others Don't 103 James C. Collins ✓ 3 free download characters ↠ eBook or Kindle ePUB ✓ James C. Collins To find the keys to greatness Collins's 21 person research team read and coded 6000 articles generated than 2000 pages of interview transcripts and created 384 megabytes of computer data in a five year project The findings will surprise many readers and uite frankly upset othersThe ChallengeBuilt 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 StudyFor years this uestion 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. Good to Great Why Some Companies Make the Leap and Others Don t James C CollinsGood to Great Why Some Companies Make the Leap and Others Don t is a management book by Jim C Collins that describes how companies transition from being good companies to great companies and how most companies fail to make the transition The book was published on October 16 2001 Greatness is defined as financial performance several multiples better than the market average over a sustained period 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 Collins finds the main reason certain companies become great is they narrowly focus the company s resources on their field of key competence 2006 1383 301 9648148031 1384 1386 1387 1388 9789648148039 1386 1389 1392 21 1395 336 9786007133750 1395 350 9786006959781 1395 270 9786006958927 1394 202 05121399

characters ↠ eBook or Kindle ePUB ✓ James C. Collins

review Good to Great: Why Some Companies Make the Leap... and Others Don't 103 James C. Collins ✓ 3 free download characters ↠ eBook or Kindle ePUB ✓ James C. Collins At performers while the other set remained only good 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 includeLevel 5 Leaders The research team was shocked to discover the type of leadership reuired to achieve greatnessThe Hedgehog Concept Simplicity within the Three Circles To go from good to great reuires transcending the curse of competenceA 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 technologyThe Flywheel and the Doom Loop Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the lea. I ve been reading uite a few books about leadership lately I can t really say that I ve been terribly impressed with them They read too much like that terribly American genre of books the self help book Invariably they seem to have appeared fully formed out of the research of the people behind the book itself This is particularly amusing here since people have been concerned with the nature of leadership pretty much forever The other thing that I find a little odd about these books is that leadership is rarely defined in them I guess we are supposed to take the attitude that it might well be hard to say what leadership is but we all know it when we see it so leadership is a bit like pornography in that sense Given that this form of research sees itself as so revolutionary in just about all senses it ought to say things you would expect that would be than just a series of platitudes I didn t really come away thinking that sense however Parts of this were okay but I really didn t come away as the author clearly thought I ought to have thinking that they had gone off into the great unknown and returned or less unharmed to tell the story If I hadn t been reading this book for a reason I would have stopped when the author compared himself to Lewis and Clark and he did so without a hint of irony This book is concerned with finding the attributes that companies have that start out average only to then move on to being exceptional They have defined exceptional companies as those that perform at three times the market for 15 years this is uite a good definition of exceptional I guess But some of the companies have not done uite so well since this was written not sure how many people would write a book today about the glories of Freddie Mac today just saying the GFC clearly wasn t all that kind to some companies and whether or not leadership was the only factor at play here is an interesting uestion in itself although given the success of these firms is tied to leadership in this book presumably failure is also to be considered a leadership issue still this is all beyond the psycho babble of this kind of book Oh I m jumping ahead too uickly but that in a nutshell is probably one of my main concerns with books like this organisations are essentially collections of people engaged in complex interactions and so psychology that is a science focused on the individual is uite likely to miss the point The limits of psychology in coming to terms with human interactions beyond the individual is again an interesting uestion and one that is not addressed here at all And this is hardly surprising since a book that focuses our attention on how leadership accounts for a businesses success is hardly going to move too far beyond psychology The book finds that these companies all shared seven characteristics The first of these was perhaps the one I found most interesting that is that their leaders all tended to be anti Trump type people That is they were all people who were much interested in the success of the company rather than in their own personal success and aggrandisement they tended to be humble they tended to be focused on their love of whatever it was they were doing rather than on having people tell them how fantastic they are As such these people often remained unsung despite the exceptional achievements they made This often meant that they had a singleness of purpose that might not be as apparent in people who want success for its own sake They also remained unsung for their success since they generally did not attribute their success to their own actions as much as other leaders again think Trump might They understood the luck and contingency involved in success and this fed into their own humility Having a personal preference for humble people myself the Japanese PM s wife who sat beside Trump for 2 hours and did not let him know she spoke English is currently one of my heroes it is nice that some management types think that such a personality trait is worthwhile Like I said this was a finding I was somewhat surprised to find in a book like thisPerhaps the major benefit of such self effacing people is that they understand that they are unlikely to be successful purely on their own Therefore they are much like to also see that it is essential that they surround themselves with people who are going to be good at what they do and that are potentially a bit like them in their dedication to the task at hand In this book this idea is summed up by the idea of these leaders making sure they have the right people in the right place There is lots of talk about buses thought out this book basically these books seem to be mostly about milking a particular metaphor or series of metaphors to death getting people onto the bus off the bus and in the right place on the bus being but one of those metaphors worked to death in this book The author repeatedly says that getting the right people is important than necessarily getting people who know what it is they are doing the right people basically being able to learn whatever it is that is necessary for them to do and anyway since all leadership is essentially change management getting people who are able to learn and change is the key Here is the notion that leadership is a particular set of skills that can be applied anywhere and is always just as effective This exaggerated version of the story isn t entirely the case even for this author but the differences that make a difference are never so much around the types of work expected but rather the values of the company and in getting employees who will live up to those Finding people who share the company s values is central to getting the right peopleWe need to talk about hindsight bias When a company is successful it is pretty likely that it is successful because all the bits of the company work well together If some bits of the company are actively working to undermine other bits of the company it would seem pretty likely that the company as a whole isn t going to be successful So saying that very successful companies are made up of parts that work well together and that the people leading those parts are team players all seems a bit obvious to me Perhaps saying they are the right people in the right jobs is saying something important but it isn t at all clear to me how you would know beforehand Given that everyone is an expert in hindsight it wasn t all that clear to me how you might go about picking the right people and it also seemed pretty obvious that when things stuffed up inevitably you could argue that it was because you had inadvertently chosen the wrong people The other problem I have with this idea is one I also had with Taylorism and scientific management which also has a long section on getting the right people that is that too often leaders simply don t have the luxury of being able to make those choices and of backing out of choices once it becomes clear the wrong one has been made To me a great leader would be one who can succeed with what they have rather than having to create the perfect environment first But I m not exactly a great world leader so what would I knowThis problem of hindsight comes up again in the next attribute great leaders face the brutal facts of the situation they find themselves in and are unflinching in how they stare into this particular abyss It isn t clear to me how you might navigate a changing environment something all of these great leaders here invariably did without doing something that could be called coming to terms with the brutal facts of your situation Look I do understand that perhaps my shares in Hansom Cabs are never going to reach the dizzying heights they achieved in the 1870s but I m not sure just what brutally facing reality means other than it being something you will inevitably say you have done when any changes you make pay offI have another problem with this and that relates to the basic positivist underlying assumptions of such theories That is the idea that there is essentially one truth and even though it likes to hide if you pursue it with objectivity and determination you will certainly find it I feel the world is much messy than that and that while you can say that if you don t pay any attention to the world around you then things are likely to stuff up pretty badly you are always operating with incomplete data something they even say at one point and so being told to face what that data tells you with unflinching determination is either not telling us very much or possibly not even telling us anything at allThe next metaphor that gets a long run is the fox and the hedgehog Basically this comes from some philosopher who said there are two kinds of people and unfortunately didn t go on to say those who group people into two camps and those who don t rather he felt the two groups were those who are like foxes smart resourceful cunning and innovative and those like hedgehogs with basically one trick to roll into a ball This guy is particularly fond of hedgehogs He advises companies to figure out their hedgehog concept is that is the basic idea they have that might allow them to become best in the world at the idea that makes them their money and that drives their passion you know just like a hedgehog is passionate about rolling into a ball and then to make sure everything they do as a company is focused on that hedgehog concept My problem here is that while the author has problems with foxes it isn t clear to me that the fox has been evolutionarily less successful than the hedgehog In fact the author spends uite a bit of time talking about General Electric and well fitting this company into the hedgehog idea seemed a bit of suare peg and round hole problem to meThat said it is hard to see how figure out what you are good at and do that could be bad advice I can t say I came away from this book thinking wow who d have thought you should do what you are good at if you want to succeed There was a nice bit of this book about technology that it on its own doesn t lead to greatness although it always plays a role Pretty much the advice here is to work out what you need to do to be great and then figure out how technology might help you achieve that rather than hope putting wiz bang technology into your systems will somehow make them good systems This seems completely obvious to me as well howeverAs you might already know I generally don t read books like this but I ve had to as I m doing research on Teach for Australia and they stress that teaching is leadership and use this book to support that claim So I was expecting this book to be something uite different to what it turned out to be I was expecting it to be something much to be honest It is hard to be in your 50 s and have decades of working with people who have been keen to implement the kinds of ideas discussed in this book upon people in their organisations without being somewhat cynical about such visions splendid such leadership revolutionaries present I can t recommend this book but it was important that I read it I think

James C. Collins ✓ 3 free download

review Good to Great: Why Some Companies Make the Leap... and Others Don't 103 James C. Collins ✓ 3 free download characters ↠ eBook or Kindle ePUB ✓ James C. Collins Are the universal distinguishing characteristics that cause a company to go from good to greatThe StandardsUsing 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 ComparisonsThe 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 gre. Why Indie Authors Should Read Business BooksI am finally pursuing my lifelong passion of becoming an author and writing is a business so I needed to invest in myself I figured the bible of the business world would have some interesting things to say After all a business of one is still a business and who wouldn t enjoy the leap from mediocrity to longevity The book made it clear that building a great business isn t just about a great leader who exits the company only to have it fall apart What makes a great business and leader of the business is someone who is able to build something that will last long after their lifetime That should resonate with authors I don t know any authors that want their books to disappear without their presence We have the benefit of creating products that at the very least will never go out of style Innovations may change the way we read but they will never eliminate books altogether What we write will last and it s our responsibility to build something from it so people actually give a damn about our work long after we are gone The lessons in this book teach a person how to develop a strategy how to build a team the importance of being disciplined and the importance of managing expectationsThe Hedgehog Concept is something creatives should be able to maneuver to their advantage It s all about finding what you can be best at passionate about and uantifying how to measure your success For an author maybe that s finding a niche and having the discipline to stick with it rather than chasing the latest genre fad For building a team again think about how many people it takes to make a book You don t just write a draft and publish it on KDP If you do and are successful than I am jealous but most of us can t write perfection the first go around You need beta readers to give you general feedback on what s working and what s not you need an editor or two to make sure it s readable you need a top notch book cover some authors can make their own some need to add a graphic designer to their team and finally you need to build your audience because they re the most important part of the team Though there are a lot of lessons in this book the final thing I m gonna touch on is the Stockdale Paradox It s all about managing expectations You can truly believe you are going to find success while also managing that expectation Stockdale was a POW in Vietnam who knew he would return home but kept his sanity because he knew it would be a while while other soldiers in the camp were overly optimistic thought they would get home by Christmas only to be heartbroken when their expectations failed Pursuing a creative endeavor is still a business and today it s never been easier for someone to enter that business It s my educated guess that it s in order for creatives to educate themselves on traditional business practices if they hope to sustain long term growth and success in their field

  • Hardcover
  • 300
  • Good to Great: Why Some Companies Make the Leap... and Others Don't
  • James C. Collins
  • English
  • 22 August 2020
  • 9780066620992

10 thoughts on “PDF READ Good to Great: Why Some Companies Make the Leap... and Others Don't

  1. says: PDF READ Good to Great: Why Some Companies Make the Leap... and Others Don't characters ↠ eBook or Kindle ePUB ✓ James C. Collins characters Good to Great: Why Some Companies Make the Leap... and Others Don't

    PDF READ Good to Great: Why Some Companies Make the Leap... and Others Don't First and foremost Good to Great has no breakthrough concepts to offer Collins is good at inventive metaphors and catch phrases to push concepts through but ultimately there is really nothing counter intuitive or revolutionary about the results of this studyThat said the concepts in the book might still be valuable for managers CEOs and other professionals Here is a brief summary of the book and a short tour on how to t

  2. says: characters Good to Great: Why Some Companies Make the Leap... and Others Don't PDF READ Good to Great: Why Some Companies Make the Leap... and Others Don't James C. Collins ✓ 3 free download

    PDF READ Good to Great: Why Some Companies Make the Leap... and Others Don't characters ↠ eBook or Kindle ePUB ✓ James C. Collins James C. Collins ✓ 3 free download This book by Jim Collins is one of the most successful books to be found in the Business section of your local megabookstore and given

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    characters Good to Great: Why Some Companies Make the Leap... and Others Don't PDF READ Good to Great: Why Some Companies Make the Leap... and Others Don't Good to Great Why Some Companies Make the Leap and Others Don't James C CollinsGood to Great Why Some Companies Make the Leap and Others Don't is a management book by Jim C Collins that describes how companies transition from being good companies to great companies and how most companies fail to make the transition The book was publ

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    James C. Collins ✓ 3 free download characters ↠ eBook or Kindle ePUB ✓ James C. Collins characters Good to Great: Why Some Companies Make the Leap... and Others Don't Here are Jim Collins' seven characteristics of companies that went from good to great1 Level 5 Leadership Leaders

  5. says: characters Good to Great: Why Some Companies Make the Leap... and Others Don't James C. Collins ✓ 3 free download characters ↠ eBook or Kindle ePUB ✓ James C. Collins

    PDF READ Good to Great: Why Some Companies Make the Leap... and Others Don't characters ↠ eBook or Kindle ePUB ✓ James C. Collins Why Indie Authors Should Read Business BooksI am finally pursuing my lifelong passion of becoming an author and writing is a business so I neede

  6. says: PDF READ Good to Great: Why Some Companies Make the Leap... and Others Don't James C. Collins ✓ 3 free download characters ↠ eBook or Kindle ePUB ✓ James C. Collins

    characters Good to Great: Why Some Companies Make the Leap... and Others Don't James C. Collins ✓ 3 free download PDF READ Good to Great: Why Some Companies Make the Leap... and Others Don't Okay let's get this out of the way first this book is DATED It studies eleven companies that beat the stock market over a period of fifteen years irrespective of industry other comparison companies in the same industries did not produce the same results Unfortunately these eleven companies include Fannie Mae Circuit City Wells Fargo and Philip Morris The findings are ultimately interesting and I think the writers would argue th

  7. says: PDF READ Good to Great: Why Some Companies Make the Leap... and Others Don't James C. Collins ✓ 3 free download

    characters Good to Great: Why Some Companies Make the Leap... and Others Don't PDF READ Good to Great: Why Some Companies Make the Leap... and Others Don't James C. Collins ✓ 3 free download People often ask what motivates you to undertake these huge research projectsIt's a good uestion The answer is curiosityThere is not

  8. says: characters Good to Great: Why Some Companies Make the Leap... and Others Don't PDF READ Good to Great: Why Some Companies Make the Leap... and Others Don't characters ↠ eBook or Kindle ePUB ✓ James C. Collins

    PDF READ Good to Great: Why Some Companies Make the Leap... and Others Don't characters ↠ eBook or Kindle ePUB ✓ James C. Collins I’ve been reading uite a few books about leadership lately – I can't really say that I’ve been terribly impressed with them They read too much like that terribly American genre of books – the self help book Invariably they seem to have appeared fully formed out of the research of the people behind the book itself This is particularly amusing here since people have been concerned with the nature of leadership pretty much forever T

  9. says: characters ↠ eBook or Kindle ePUB ✓ James C. Collins James C. Collins ✓ 3 free download PDF READ Good to Great: Why Some Companies Make the Leap... and Others Don't

    PDF READ Good to Great: Why Some Companies Make the Leap... and Others Don't characters Good to Great: Why Some Companies Make the Leap... and Others Don't I hope I don't get fired for not thinking this was the greatest book ever Honestly business books are not exactly my cup of tea This book started off really interesting The author talks about habits that great companies use to keep their companies run smoothly Many of the suggestions the author gives seem very lo

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

    characters Good to Great: Why Some Companies Make the Leap... and Others Don't characters ↠ eBook or Kindle ePUB ✓ James C. Collins James C. Collins ✓ 3 free download I was hoping this book would give me some guidelines to remember when I start my own business There were a few good points but nothing compelling Reading this book wasn't a very good use of my timeTips from the bookFirst Who then WhatFirst get the right people on the bus and the wrong people off it then figure out where to drive Having the right people in the company is important than deciding what the compan

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