GOOD TO GREAT
Why Some Companies Make the Leap…and Others Don't
Jim Collins
Harper Business, 2001
LEARNING OBJECTIVES: The reader will be able to work with corporations to help them build corporate structures in the mold of others which have gone from mediocre to great.
Collins and his research team identified 28 companies that made the leap to great results and sustained those results for at least fifteen years. The good-to-great companies beat the results of the average stock market by an average of seven times, better than the results of Coca-Cola, Intel, General Electric, and Merck. The research team contrasted the good-to-great companies with a set of comparison companies. The differences include: Level 5 Leaders; Transcending the Curse of Competence; A Culture of Discipline; Technology Accelerators; and the Flywheel and the Doom Leap. Level 5 Leaders are a paradox of professional will, the determination to overcome all odds to accomplish what is necessary; and personal humility, the refusal to take responsibility for success. Competence is a quality often written about in leadership. Level 5 leaders must go beyond that and leave it to delegates. The combination of a culture of discipline and a spirit of entrepeneurship are essential to the transition. Good-to-great companies think differently about technology. Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.
Jim Collins, Ph.D., is coauthor of Built to Last, a bestseller for over five years with a million copies in print. A student of great companies, he teaches leaders throughout the corporate and social sectors. A former faculty member at the Stanford University Graduate School of Business, where he received the Distinguished Teaching Award, he now works from his management research laboratory in Boulder, Colorado.
11 CE credits; 320 pages
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