I keep whining that young people are not in touch with some essential books on advertising that have helped me shape the way I practise my trade today, but I never did anything about it. I did like that part of the leadership discussion hinges on whether internal or external leadership is better for a company; most of the Level 5 leaders in the book are internal choices, which intuitively makes sense because they are able to fully grasp the core concept and values of the company. My second major concern was the methodology. I sympathize with how nebulous the differentiating factors would be. Only the best is good enough? While I agree with many of these principles, I don't find the research convincing that a it is precisely these characteristics that are necessary to go from good to great or b that even if these are the right characteristics, that they apply to the vast majority of companies. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? These books help provide the framework in how to run a successful organization but also share some of the stories and pitfalls from other founders so you can avoid making the same mistakes.
This guy is particularly fond of hedgehogs. Then they went about the task of identifying what these companies had in common. Alignment and motivation follows from results—not the other way around. Có thể giỏi kinh doanh, giỏi giao tiếp, giỏi truyền thông. If enough people in the organization read the book and buy into this zeal then change, for better or worse, can happen. Invariably, they seem to have appeared fully formed out of the research of the people behind the book itself. 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.
And at the same time. Confront the Brutal Facts: The Stockdale paradox—Confront the brutal truth of the situation, yet at the same time, never give up hope. If you've read even a handful, you'll find nothing new here. The research conducted for this book is complicated however Collins simplifies the process to more clearly explain why some things were included or omitted. In the 2010's, Wells Fargo perpetrated some of the poor behaviors the book claimed they avoided through the 80's and 90's which led them to Great. 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.
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. We don't have great schools, principally because we have good schools. May contain limited notes, underlining or highlighting that does affect the text. If you haven't, then maybe you might be interested in how certain companies manage to turn from good to great i. This is particularly amusing here, since people have been concerned with the nature of leadership pretty much forever. This point became piercingly clear to me in 1996, when I was having dinner with a group of thought leaders gathered for a discussion about organizational performance.
So, are you ready to buy in? Collins takes this issue heads on, saying that if some of the 11 companies struggle after the book is published, it just means that they are no longer following the 7 timeless principles. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? How can good companies, mediocre companies, even bad companies achieve enduring greatness? Chapter Summaries Chapter 1: Good is the Enemy of Great The first chapter of the book lays out the criteria that Collins and his research team used in selecting the companies that served as the basis of the meta-analysis that provided the findings set forth in the book. Main concepts to remember: - Hedgehog concept: Better than anyone, interested in more than anything else, best paid- You need to spend time and energy to define you hedgehog. This book sought, as all 'business' books do, to titillate you with facts, get you revved about the possibilities in your life to acquire great and fabulous riches through the magic of 'excellence' and set you loose into the world with your hair on fire and your eyes ablaze with new possibilities. If not, settle for parity with your competitors, or ignore it. Với phong thái điềm tĩnh, khiêm nhường song ẩn chứa bên trong là một quyết tâm mạnh mẽ.
How can good companies, mediocre companies, even bad companies achieve enduring greatness? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great? Có công ty mất 3 năm, 5 năm, thậm chí là 10 năm. Spine creases, wear to binding and pages from reading. And that is one of the key reasons why we have so little that becomes great. The author talks about habits that great companies use to keep their companies run smoothly. That is the first sentence and thesis of this book.
Over five years, Jim Collins and his research team have analyzed the histories of 28 companies, discovering why some companies make the leap and others don't. Good to Great: Why Some Companies Make the Leap. 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. کتاب بر اساس بررسی نقاط مشترک این شرکت ها راهکاری مرحله به مرحله ارائه کرده است که می تواند توسط دیگر شرکت های نیز استفاده شود. Reading this book wasn't a very good use of my time. Finding the right people and trying them out in different positions. All pages are intact, and the cover is intact.
Why did one set of companies become truly great performers while the other set remained only good? The personal ego and individual financial gain are not as important as the long-term benefit of the team and the company to true Level 5 leaders. Possible ex library copy, thatâ ll have the markings and stickers associated from the library. They include Good to Great, Built to Last, How the Mighty Fall, and Great by Choice. Some of the points are valid and helpful, some are senseless. Charismatic outside leaders produced consistently worse results and the companies stagnated after their departure. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? You would think that somebody on the Good to Great research team may have done a cursory Google search on this.
For over forty years, Walgreens had bumped along as a very average company, more or less tracking the general market. Progress is made by implementing small changes at opportune times. First and foremost, Collins contends that companies need a set of core values in order to achieve the kind of long-term, sustainable success that may lead to greatness. 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. Description: Spine creases, wear to binding and pages from reading. Another interesting concept I've been told about, but haven't read about yet, is the flywheel.