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 improve...
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, Amazon.com Review
Jim Collins is coauthor of Built to Last,a national bestseller for over five years with a million copies in print.A student of enduring great companies,he serves as a teacher to leaders throughout the corporate and social sectors.Formerly a faculty member at the Stanford University Graduate School of Business,where he received the Distinguished Teaching Award,Jim now works from...
Jim Collins is coauthor of Built to Last,a national bestseller for over five years with a million copies in print.A student of enduring great companies,he serves as a teacher to leaders throughout the corporate and social sectors.Formerly a faculty member at the Stanford University Graduate School of Business,where he received the Distinguished Teaching Award,Jim now works from his management research laboratory in Boulder,Colorado.
目录
· · · · · ·
Acknowledgements
Preface
1. Good is the enemy of great
2. Level 6 leadership
3. First who... then what
4. Confront the brutal facts (yet never lose faith)
· · · · · ·
(更多)
Acknowledgements
Preface
1. Good is the enemy of great
2. Level 6 leadership
3. First who... then what
4. Confront the brutal facts (yet never lose faith)
5. The hedgehog concept (simplicity within the Three Circles)
6. A culture of discipline
7. Technology accelerators
8. The flywheel and the doom loop
9. From good to great to built to last
Epilogue: Frequently Asked Questions
Research appendices
Notes
Index
· · · · · · (收起)
1)level 5 leader总出现在good to great companies,谦逊、不张扬自己、选择优秀继任者、讲成功归为他因 2)比起决定目的地,选择对的人剔除错的人更重要。因为目的地会变,如按照functionality选人就会有麻烦 3) payment system可以创造公司的environment 4) fox vs. hedgehog: fox是多元论者,包容有容错,hed...1)level 5 leader总出现在good to great companies,谦逊、不张扬自己、选择优秀继任者、讲成功归为他因 2)比起决定目的地,选择对的人剔除错的人更重要。因为目的地会变,如按照functionality选人就会有麻烦 3) payment system可以创造公司的environment 4) fox vs. hedgehog: fox是多元论者,包容有容错,hedgehog是单元论者,有单一坚持。g2g company多位hedgehog,坚持在一项上成为第一。5)一些谜一般的坚持,其实是为了展现并保持为达第一不计努力的态度 6)线下也可以打线上,Walgreens成功了(展开)
0 有用 庄常飞 2012-12-13 10:25:06
权当学习写作
0 有用 viviyo 2011-01-13 23:10:01
Bendy sent this to me few months ago, but i think i ain't good enough to become great.
0 有用 Wingsu 2013-02-03 22:33:06
自己是没能力成为第5级经理人了,但是从书中学到了很多东西。
0 有用 Peter Griffin 2014-06-19 04:33:50
好书一枚
1 有用 香皂 2009-06-14 12:39:18
在畅销书里面很少很少见到这么好的讲商业运营的研究~难得。
0 有用 habeas corpus 2023-06-05 19:54:13 上海
(1)作者通篇对成就great company的因素都可以归纳为两点:“人”和“人治”,这显然是很片面的。1971年美元与黄金脱钩之后,美国很多产业公司都不好做,在金融资本阶段,人力价值进一步市场化,对公司而言效率更高的方式是找“即插即用”的“替代”,而非传统的培养和新老交替,这也是近20年国际就业市场整体呈现周期性裁员的原因。 (2)以股票市场估值来衡量产业公司是不合理的,产业公司的价值主要体现... (1)作者通篇对成就great company的因素都可以归纳为两点:“人”和“人治”,这显然是很片面的。1971年美元与黄金脱钩之后,美国很多产业公司都不好做,在金融资本阶段,人力价值进一步市场化,对公司而言效率更高的方式是找“即插即用”的“替代”,而非传统的培养和新老交替,这也是近20年国际就业市场整体呈现周期性裁员的原因。 (2)以股票市场估值来衡量产业公司是不合理的,产业公司的价值主要体现在对需求端的把控。 (3)作者为那个年代优秀的经理人,总结出了很多诸如谦逊、睿智、隐忍、进取的品质。。。这就好比臆想皇帝锄地用金锄头一样离谱。评判经理人是否优秀应该是结果导向而不是啥品质导向,好的品质也许是优秀的必要条件,但不是充分条件。 (4)整本书300页基本没分析过需求端。 (展开)
0 有用 楚江微 2023-05-20 07:28:40 江苏
弃了
0 有用 Infinite 2022-07-02 20:55:54
此书最有价值的两点:1. 不是单一的event or technology使一家公司从优秀到卓越 而是持续地实践hedgehog concept;2. 虽然作者主要点到hedgehog concept对公司/组织的意义 我觉得对个人也很有启发 比起写出明确的step by step的人生规划 探索自己的hedgehog concept更有意义 我做不到教条般地执行规划 但是可以日积月累向正确的方向... 此书最有价值的两点:1. 不是单一的event or technology使一家公司从优秀到卓越 而是持续地实践hedgehog concept;2. 虽然作者主要点到hedgehog concept对公司/组织的意义 我觉得对个人也很有启发 比起写出明确的step by step的人生规划 探索自己的hedgehog concept更有意义 我做不到教条般地执行规划 但是可以日积月累向正确的方向前进 就像作者说good to great虽罕见但难度并未增加 right hedgehog concept + discipline 拥有passion的人自然有了discipline (展开)
0 有用 张加一 2022-06-07 02:52:32
1)level 5 leader总出现在good to great companies,谦逊、不张扬自己、选择优秀继任者、讲成功归为他因 2)比起决定目的地,选择对的人剔除错的人更重要。因为目的地会变,如按照functionality选人就会有麻烦 3) payment system可以创造公司的environment 4) fox vs. hedgehog: fox是多元论者,包容有容错,hed... 1)level 5 leader总出现在good to great companies,谦逊、不张扬自己、选择优秀继任者、讲成功归为他因 2)比起决定目的地,选择对的人剔除错的人更重要。因为目的地会变,如按照functionality选人就会有麻烦 3) payment system可以创造公司的environment 4) fox vs. hedgehog: fox是多元论者,包容有容错,hedgehog是单元论者,有单一坚持。g2g company多位hedgehog,坚持在一项上成为第一。5)一些谜一般的坚持,其实是为了展现并保持为达第一不计努力的态度 6)线下也可以打线上,Walgreens成功了 (展开)
0 有用 晓予 2022-05-23 14:29:53
The hedgehog concept, first who then what,level 5 leadership.