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<strong>Good</strong> <strong>to</strong> <strong>Great</strong>: <strong>Why</strong> <strong>Some</strong> <strong>Companies</strong> <strong>Make</strong> <strong>the</strong> <strong>Leap</strong>.<strong>and</strong> O<strong>the</strong>r's<br />
Don't<br />
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Title : <strong>Good</strong> <strong>to</strong> <strong>Great</strong>: <strong>Why</strong> <strong>Some</strong> <strong>Companies</strong> <strong>Make</strong> <strong>the</strong> <strong>Leap</strong>.<strong>and</strong> O<strong>the</strong>r's Don't<br />
Author : James C. Collins<br />
Isbn : 0060794410<br />
Language : English<br />
page : 8 page<br />
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publication : 2005-06-01
<strong>Good</strong> <strong>to</strong> <strong>Great</strong>: <strong>Why</strong> <strong>Some</strong> <strong>Companies</strong> <strong>Make</strong> <strong>the</strong> <strong>Leap</strong>.<strong>and</strong> O<strong>the</strong>r's<br />
Don't<br />
Product Description<br />
<strong>Good</strong> <strong>to</strong> <strong>Great</strong> Built <strong>to</strong> Last was a phenomenal success: 'It is a fair assumption that as <strong>the</strong> seminal<br />
importance of this audiobook begins <strong>to</strong> permeate <strong>the</strong> upper echelons of business <strong>and</strong> business<br />
schools...Collins <strong>and</strong> Porras will emerge as <strong>the</strong> gurus <strong>to</strong> watch over <strong>the</strong> next decade.' The Direc<strong>to</strong>r.<strong>Good</strong><br />
<strong>to</strong> <strong>Great</strong> explores a whole new concept, backed by <strong>the</strong> rigorous research st<strong>and</strong>ards which gave Built <strong>to</strong><br />
Last such an impac... <strong>Full</strong> description<br />
Product Description<br />
Five years ago Jim Collins asked <strong>the</strong> question, "Can a good company become a great company, <strong>and</strong> if so,<br />
how?" In <strong>Good</strong> <strong>to</strong> <strong>Great</strong> Collins, <strong>the</strong> author of Built <strong>to</strong> Last concludes that it is possible, but finds that<br />
<strong>the</strong>re are no silver bullets <strong>to</strong> greatness. Collins <strong>and</strong> his team of researchers began <strong>the</strong>ir quest by sorting<br />
through a list of 1,435 companies, looking for those that made substantial improvements in <strong>the</strong>ir<br />
performance over time. They finally settled on 11--including Gillette, Walgreens <strong>and</strong> Wells Fargo--<strong>and</strong><br />
discovered common traits that challenged many of <strong>the</strong> conventional notions of corporate success.<br />
Making <strong>the</strong> transition from good <strong>to</strong> great doesn't require a high-profile CEO, <strong>the</strong> latest technology,<br />
innovative change management or even a fine-tuned business strategy. At <strong>the</strong> heart of those rare <strong>and</strong><br />
truly great companies was a corporate culture that rigorously found <strong>and</strong> promoted disciplined people <strong>to</strong><br />
think <strong>and</strong> act in a disciplined manner. Peppered with dozens of s<strong>to</strong>ries <strong>and</strong> examples from <strong>the</strong> great <strong>and</strong>
not-so-great, Collins lays a well-reasoned roadmap <strong>to</strong> excellence that any organisation would do well <strong>to</strong><br />
consider. Like Built <strong>to</strong> Last, <strong>Good</strong> <strong>to</strong> <strong>Great</strong> is one of those books that managers <strong>and</strong> CEOs will be reading<br />
<strong>and</strong> rereading for years <strong>to</strong> come. --Harry C Edwards
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