Hooray! You have added the first book to your bookshelf. Check it out now!
Create your own shelf sign up
[−]
  • Search Digit-count Valid ISBN Invalid ISBN Valid Barcode Invalid Barcode

Good to Great

Why Some Companies Make the Leap... and Others Don't

By Jim Collins

(395)

| Hardcover | 9780066620992

Like Good to Great ?
Join aNobii to see if your friends read it, and discover similar books!

Sign up for free

Book Description

Amazon.com's Best of 2001
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 Continue

Amazon.com's Best of 2001
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

From Publishers Weekly
In what Collins terms a prequel to the bestseller Built to Last he wrote with Jerry Porras, this worthwhile effort explores the way good organizations can be turned into ones that produce great, sustained results. To find the keys to greatness, Collins's 21-person research team (at his management research firm) read and coded 6,000 articles, generated more than 2,000 pages of interview transcripts and created 384 megabytes of computer data in a five-year project. That Collins is able to distill the findings into a cogent, well-argued and instructive guide is a testament to his writing skills. After establishing a definition of a good-to-great transition that involves a 10-year fallow period followed by 15 years of increased profits, Collins's crew combed through every company that has made the Fortune 500 (approximately 1,400) and found 11 that met their criteria, including Walgreens, Kimberly Clark and Circuit City. At the heart of the findings about these companies' stellar successes is what Collins calls the Hedgehog Concept, a product or service that leads a company to outshine all worldwide competitors, that drives a company's economic engine and that a company is passionate about. While the companies that achieved greatness were all in different industries, each engaged in versions of Collins's strategies. While some of the overall findings are counterintuitive (e.g., the most effective leaders are humble and strong-willed rather than outgoing), many of Collins's perspectives on running a business are amazingly simple and commonsense. This is not to suggest, however, that executives at all levels wouldn't benefit from reading this book; after all, only 11 companies managed to figure out how to change their B grade to an A on their own.

Copyright 2001 Cahners Business Information, Inc.

52 Reviews

Login or Sign Up to write a review
  • 1 person finds this helpful

    雖然舉例的企業現在大部分都已經不行了,不過當中的精隨還是值得學習

    Is this helpful?

    Chenlifu said on Sep 8, 2014 | Add your feedback

  • 1 person finds this helpful

    感覺是個學術結果分享,但常常不知所云,又或知道了有過於空泛無法實際應用。

    Is this helpful?

    Ming-Zhi said on Jan 18, 2013 | Add your feedback

  • 1 person finds this helpful

    好公司、優秀的公司很多,甚至多如牛毛,但真正要成為一家卓越的公司卻是鳳毛麟角,其中原因到底是為什麼? 有沒有一個客觀並且可供檢驗的方法去解釋,或是提供準則給予有心追求卓越的人士奉為圭臬?

    作者與團隊設計一個對照組的研究方法、花費5年多的時間提出,要成為一家卓越的公司是有一定的成長模式,而且是有機可循、人人皆可為之,並非碰巧經歷某項經濟事件、傳奇領導人、突破性產品的發明就一蹴可及的。

    貫穿整本書的架構,皆是"從優秀到卓越的公司"與"對照公司"的對照過程,其中涵蓋了耳熟能詳的美國企業,藉由多數人 ...(continue)

    好公司、優秀的公司很多,甚至多如牛毛,但真正要成為一家卓越的公司卻是鳳毛麟角,其中原因到底是為什麼? 有沒有一個客觀並且可供檢驗的方法去解釋,或是提供準則給予有心追求卓越的人士奉為圭臬?

    作者與團隊設計一個對照組的研究方法、花費5年多的時間提出,要成為一家卓越的公司是有一定的成長模式,而且是有機可循、人人皆可為之,並非碰巧經歷某項經濟事件、傳奇領導人、突破性產品的發明就一蹴可及的。

    貫穿整本書的架構,皆是"從優秀到卓越的公司"與"對照公司"的對照過程,其中涵蓋了耳熟能詳的美國企業,藉由多數人不知道的努力不懈成長、衰退的眾多故事,使讀者在閱讀過程中不知不覺中吸收有條理的對照,進而理解所謂這些卓越公司,到底哪裡不一樣?

    過去我們可能認為,一位絕頂聰明、學經歷皆滿分、長袖善舞的領導人絕對有決定性的影響,然而書中告訴你,從優秀到卓越的公司執行長幾乎像是一個模子裡刻出來的,而越是聰明、常常出現在鎂光燈下的明星執行長,通常也是公司逐漸走向衰敗的徵兆之一。

    經營一家公司,應該先訂出短中長目標以及發展方向,接著才是積極尋找適合該職位的人才,然而這個大家覺得理所當然的道理,也與實際狀況恰好相反,反而應該是先思考該找什麼樣的人才,而不是公司該做什麼,如此才能真正因應瞬息萬變的世界。

    至於為什麼?作者有相當豐富的內容可以讓你清楚了解。

    書中列舉了11家合於作者研究標準的卓越公司,背後都有一位謙虛、不愛出風頭、不怕挑戰的領導人;在產業環境面臨重大轉折時期,積極尋求適合公司文化的人才(非積極裁員);尋求頂尖的核心事業,即使拋棄過去累積數十年的核心事業在所不辭;相信自己的核心事業之後,有信心的一步一腳印慢慢前進,儘管週遭同業、市場分析師皆不看好的前提,仍勇往直前。

    以上皆驗證先知總是孤獨的、十年寒窗苦讀無人問,而當真正成功之時、一舉成名天下知,鎂光燈也才隨之而來。

    投資市場更是如此

    John Tempton said: "Bull market are born on pessimism, grow on skepticism, mature on optimism and die on euphoria."

    PS. 書尾提到一個值得深思的問題。

    為什麼非得追求卓越不可?

    這個問題是作者在史丹佛教書時,一位相當聰穎的學生所提出的,他提到:「為什麼需要建立一家卓越的公司呢?如果我只是想成功就好了,又會怎樣呢?」。

    這個問題其實充滿了濃濃的哲學意味,因為作者認為,為何追求卓越是個毫無意義的問題,如果你從事的工作正是你熱愛而且在乎的工作,那麼,你根本不需要回答此問題,因為唯有你熱愛你的工作,才會有足夠的動力和紀律去貫徹書中所發現的準則,而達到卓越的領域。

    所以真正的問題不在"為什麼非得追求卓越不可?",應該捫心自問,什麼樣的工作能讓你充滿熱情、讓你在深夜上床睡覺之前,心理默默希望隔天早晨早點來臨。不過,如何找出這樣的工作,就不是本書的範疇了,而是每個人都需花盡一輩子的心力去找尋。

    Is this helpful?

    Alphayu said on Nov 8, 2012 | Add your feedback

  • 1 person finds this helpful

    You can immediately see this book is "serious" because it is based on a big amount of data collected thanks to a deep research on different companies. The concept it contains are useful and crystal-clear, starting from the famous fox vs hedgehog theo ...(continue)

    You can immediately see this book is "serious" because it is based on a big amount of data collected thanks to a deep research on different companies. The concept it contains are useful and crystal-clear, starting from the famous fox vs hedgehog theory and the related "3 circles".

    Is this helpful?

    dv said on Jun 12, 2012 | Add your feedback

  • 1 person finds this helpful

    Good To Great Book Review by Karleton Helfer

    The following review is based on having read 100+ books in this genre.

    Good to Great is solid and is based on researching why companies make the step from the norm to the exceptional.

    There are terrific examples of companies pinpointing both the "h ...(continue)

    The following review is based on having read 100+ books in this genre.

    Good to Great is solid and is based on researching why companies make the step from the norm to the exceptional.

    There are terrific examples of companies pinpointing both the "how" and "what" the leadership did to take the businesses to the next level.

    Read Good to Great.

    Is this helpful?

    KARLETON HELFER said on May 2, 2012 | Add your feedback

  • 1 person finds this helpful

    *** This comment contains spoilers! ***

    看到快結尾的地方我就開始在想,該不該給這本書滿分? 因為這本書有我在這個領域裡最欣賞的優點,突破思考框架的觀點、具體的邏輯跟數據支持;但同時也有很普遍的問題,表達不佳、舉例失當跟矛盾問題。

    其中以史托克戴爾弔詭的章節出現的問題最多,關於史托克弔詭,我必須說,上將先生,你不期待聖誕節被釋放、不期待復活節被釋放,但卻堅信自己總有一定會被釋放...這又是哪來的自信阿? 你才是真正樂天到無藥可救的人吧? 這種對終極目標的盲目自信已經根本是狂熱、病態的地步了,不過似乎歷史也不斷證明,平均來說這樣的人比較 ...(continue)

    看到快結尾的地方我就開始在想,該不該給這本書滿分? 因為這本書有我在這個領域裡最欣賞的優點,突破思考框架的觀點、具體的邏輯跟數據支持;但同時也有很普遍的問題,表達不佳、舉例失當跟矛盾問題。

    其中以史托克戴爾弔詭的章節出現的問題最多,關於史托克弔詭,我必須說,上將先生,你不期待聖誕節被釋放、不期待復活節被釋放,但卻堅信自己總有一定會被釋放...這又是哪來的自信阿? 你才是真正樂天到無藥可救的人吧? 這種對終極目標的盲目自信已經根本是狂熱、病態的地步了,不過似乎歷史也不斷證明,平均來說這樣的人比較容易獲得最終的勝利也就是了。

    史托克戴爾弔詭在我看來是「只要終極目標值得追求就要盲從,眼前的現實有多殘酷都無所謂。」因為一個很簡單的道理;既然沒有理由能相信復活節會被釋放,那也不會有理由能相信未來的某一天就會被釋放,理由的成立與否完全是二元的結果論,假設那些所謂的樂天派就那麼碰巧在復活節被釋放,那就變成他們堅信的理由完全會被世人接受。

    我並不是認為史托克戴爾的故事本身有什麼問題,而是認為解釋不佳才造成了所謂的弔詭,當然我也不否認可能是我沒有搞懂真正的內涵就是了。

    另外舉例上也有一些矛盾問題,比方地址印刷放棄了本來的產業進軍辦公室自動化,最後以失敗收場,理由是沒有體認到現實的嚴酷面,但在同一本書卻有完全的反例,如金百利克拉克,它也是賣掉了本來明明賺錢的造紙主業,轉入消費性產品市場,員工同樣對該業毫無概念,不知道未來在哪,但是結果成功立刻改口「我們從來不曾懷疑這可能是一個錯誤的決定!」。

    我認為這些都是典型的結果論陷阱,成功的例子就是好孩子,通通歸類到符合我的理論下,失敗的就通通是傻孩子,通通是不遵守我理論造成的,拿書中邱吉爾的例子來說,書中說邱吉爾有一個特殊情報部在大戰初期提供他未經過濾的戰場事實數據,所以他有信心最終可以打贏納粹,這簡直是一個笑話,只有兩種可能,一是該單位說謊,數據根本造假,二是邱吉爾是個無藥可救的樂觀賭徒,所有資訊都顯示德軍將會征服歐陸,他還是每晚睡他的,隔天起床再拿人民的性命去做不負責任的賭博。

    在我看來邱吉爾只是運氣好,下對了大注而成為戰爭英雄,在戰爭初期我不相信有人會知道日本會去炸珍珠港,也不相信有人知道希特勒會瘋到馬上接著打蘇聯,這些書中的硬要附和的例子我覺得反而降低了觀點的一致性與信用。

    撇開這些缺點不談,書中的理論是非常經典的,很多都顛覆了我本來的看法,可惜史丹福的文化重視團隊合作,不然我真的很期待作者能去做一些關於個人成功哲學的研究,這本書提供了我很多正反面思考的機會,我認為在同類書籍中絕對是不讀可惜的,所以最後在這裡還是要大力推薦一下這本書。

    Is this helpful?

    Iam$hiao said on Feb 4, 2012 | Add your feedback

Book Details

Improve_data of this book