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User reviews
LibraryThing member Dangraham
This book was decent, although many of the conclusions seemed to be drawn from very little data. To be fair, I didn't look into the data behind the book so maybe it was water tight...
LibraryThing member swampqueen
Lots of good theories - wondeing what the story is with some of his profiled companies - Circuit
City, Fannie Mae, Freddie Mac
City, Fannie Mae, Freddie Mac
LibraryThing member blondestranger
Fluff. Good information softened in a lot of consultant-ise. There are probably better books to read on the subject.
LibraryThing member dvf1976
Remarkably similar to the Covey books (7 Habits + 8th Habit).
No shortcuts to success, continuous improvement, passion for your role are all good lessons from these books.
No shortcuts to success, continuous improvement, passion for your role are all good lessons from these books.
LibraryThing member stephaniechase
Anyone who manages anything could learn a great deal from the in-depth research and extremely accessible writing of Collins and his team. Collins proves that it is not about money, but about the person in charge, the people who support them, and the cohesiveness of ideas. An excellent read.
LibraryThing member huize
I learned a lot from this book. It makes me to think about the scoop of my company.
LibraryThing member mara_hancock
I'm loving this book. It really speaks to me on so many levels. I really like that it reflects real data and not just the latest management fad.
LibraryThing member mbowen
Collins, in the tradition of the case study, names names and finds unique properties in the management of a number of Fortune 500 companies over a 30 year period. From a unique set of criteria he pursues, with no preconceived notions, what it takes to sustain profitability in a large public
This is a hardheaded skeptic's book. What makes it so special is that it does not assign magic to anyone, neither to himself as a writer or to any of the officers interviewed. Collins exposes his own learning process and allows the reader to understand the nuance in the emphasis of each of his concepts as he spells out the skeptical questions that his research team posed and the deliberation they went through. Collins doesn't come off as a `guru' who has found some magic that only he and a handful of CEOs can see so much as a disciplined and curious leader of a research team struggling with difficult questions. So not only do you understand what he means as he moves from `chaos to concept', you also see arguments against his initial reasoning. And since he is dedicated only those conclusions supported by facts rather than fitting random companies into some grand theory we see exactly what he sees and why. There is none of breathless exuberance that characterizes so much of business writing.
What is most refreshing and reassuring about this book's studies is that it puts us back in a sensible framework for understanding long term success without making a fetish of `leadership' or `innovation' or `excellence' or other buzzwords. This is the kind of book that demonstrates the sort of objectivity possible in business - it doesn't obfuscate or take the position that there is something mysterious out there. Rather he makes the complex comprehensible and when the answers are simple, they are presented simply. He constantly checks and compares the difference between unsustainable and sustainable profitability. All of Collins' concepts lend themselves to the sorts of metrics upon which rugged methodologies can be built. This is more than a book of management theory; it is a learning tool, which explains itself. I cannot remember the last book where the appendices were as interesting (and sometimes more interesting) than the main text.
It might be corny to say so, but I think his findings are self-rewarding. Working from the premises put forth, it makes sense for smaller companies and organizations some of which might not even be businesses at all. `Good to Great' offers solid lessons among which are that it doesn't take more energy to behave smartly but it does take nerve. Collins dared to work smartly and has created a great book.
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corporation which had previously been only mediocre. His findings are clear, well thought out and often surprising. In the realm of business books, this one is especially refreshing for a number of reasons.This is a hardheaded skeptic's book. What makes it so special is that it does not assign magic to anyone, neither to himself as a writer or to any of the officers interviewed. Collins exposes his own learning process and allows the reader to understand the nuance in the emphasis of each of his concepts as he spells out the skeptical questions that his research team posed and the deliberation they went through. Collins doesn't come off as a `guru' who has found some magic that only he and a handful of CEOs can see so much as a disciplined and curious leader of a research team struggling with difficult questions. So not only do you understand what he means as he moves from `chaos to concept', you also see arguments against his initial reasoning. And since he is dedicated only those conclusions supported by facts rather than fitting random companies into some grand theory we see exactly what he sees and why. There is none of breathless exuberance that characterizes so much of business writing.
What is most refreshing and reassuring about this book's studies is that it puts us back in a sensible framework for understanding long term success without making a fetish of `leadership' or `innovation' or `excellence' or other buzzwords. This is the kind of book that demonstrates the sort of objectivity possible in business - it doesn't obfuscate or take the position that there is something mysterious out there. Rather he makes the complex comprehensible and when the answers are simple, they are presented simply. He constantly checks and compares the difference between unsustainable and sustainable profitability. All of Collins' concepts lend themselves to the sorts of metrics upon which rugged methodologies can be built. This is more than a book of management theory; it is a learning tool, which explains itself. I cannot remember the last book where the appendices were as interesting (and sometimes more interesting) than the main text.
It might be corny to say so, but I think his findings are self-rewarding. Working from the premises put forth, it makes sense for smaller companies and organizations some of which might not even be businesses at all. `Good to Great' offers solid lessons among which are that it doesn't take more energy to behave smartly but it does take nerve. Collins dared to work smartly and has created a great book.
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LibraryThing member DSD
This book was one of those "prescribed reading" books you get from time to time in the work place. The deal was that we'd read a chapter or two every week and then discuss it in the weekly management meetings. Well suffice to say, that idea hasn't really worked out as planned but I did finish
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reading the book in my own time and feel that it was largly worth while. The book is very much a scholarly work in that it took the author and a considerable research team more than 5 years worth of research to come up with the information contained in the book. With that it mind it feels like the author is at times just bursting to tell you every snipit of information that they discovered during the course of the research but he does a pretty good job at reigning himself in (except maybe for the 40 page appendix). That said the book was an easy read due to the fact that it focused on a hand full of points and drove their value home with copious case studies. The upshot of this (they only found 11 "great" companies out of the 1,400 odd companies they looked at) is that you can't help wonder if they weren't so much "great" companies as companies who had the right people at the right time who made the right decisions. The author even drives this point home a bit by saying that it's almost impossible to find "level 5" leaders and those that they did find kind of landed up where they were by accident. The over riding principle of the book is that the "great" companies got where they were through long term planning and dedication ("passion" in the authors words) which is hardly a new concept but the nuances that he adds to this sweeping statement are certainly interesting (the "hedgehog concept" for instance). I think the inclusion of the last chapter ("From Good to Great to Built to Last") where the author tries to tie this book to his previous book ("Built to Last") was a mistake as it tries to show the links between the two and doesn't come off doing that so well for the people who haven't read his other book. As with all "self help" books you may learn amazing new things but their true value really comes to light when you are able to apply them in practice and that is where I think things will be tough for readers of this book. The book's reliance on case studies also accelerates it's ageing as one of the 11 "great" companies (Circuit City) is currently backsliding to a "good" company due to store closures and staff layoffs. Show Less
LibraryThing member shawnd
Different than Built to Last. This one is still a research-based study with strict controls and exhaustive research. However, this one is not used to identify 'what' a great and enduring company is but 'how' to become a great company if you're only a good one now. It's really a step by step recipe
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or handbook that a company (or team or association or foundation) can progress through to become great. We used this at my company for this purpose and the results were startling. Show Less
LibraryThing member roryridleyduff
This strong text is the contemporary equivalent of 'In Search of Excellence' that every self-respecting manager had on their bookshelf during the 1980s. Time will tell if the conclusions of this book are any more reliable than Peters & Waterman's contribution.
The pretext of this book is 'how do you
The team then interview and investigate the companies themselves and come up with some interesting and thought provoking findings. Out of these investigations come some concepts that will have enduring impact on management discourse - the most notable of which is the concept of a Level 5 leader (a person combining personal humility with professional will).
So why not a 5 star rating? The one weakness is the relatively lightweight approach to case study. From an academic perspective, this book repeats the same mistake made by so many other studies - it interviews only senior managers and makes too much use of media reports (written by journalists who talk to senior managers). Whilst I appreciate the access issues, good quality case study work involves a wider range of people and the theoretical conclusions of this book may - like its 'excellent' predecessor - unravel due to a failure to investigate any views other than those of managers.
The pretext of this book is 'how do you
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take a good company and make it great?' Finding case studies to answer this question is no easy task and the research team set about it by finding companies that performed at the industry average for 15 years, then outperformed the market for the next 15 years by a factor of 3:1. The team then interview and investigate the companies themselves and come up with some interesting and thought provoking findings. Out of these investigations come some concepts that will have enduring impact on management discourse - the most notable of which is the concept of a Level 5 leader (a person combining personal humility with professional will).
So why not a 5 star rating? The one weakness is the relatively lightweight approach to case study. From an academic perspective, this book repeats the same mistake made by so many other studies - it interviews only senior managers and makes too much use of media reports (written by journalists who talk to senior managers). Whilst I appreciate the access issues, good quality case study work involves a wider range of people and the theoretical conclusions of this book may - like its 'excellent' predecessor - unravel due to a failure to investigate any views other than those of managers.
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LibraryThing member jpsnow
Good is the enemy of great. Collins and his team (in Boulder, CO) researched what factors appear to drive companies from solid, stable operations, into consistent, lasting growth. They used empirical data, ultimately identifying about 13 out of the fortune 500. The 6 factors held up across all of
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these firms, and didn't appear in a control set that started with a similar track record. The 6 factors: Level 5 Leadership (humble, driven), First Who... then what, Confront the Brutal Facts (but never lose faith), The Hedgehog Concept (simplicity within the three circles), A Culture of Discipline, and Technology Accelerators. Show Less
LibraryThing member GShuk
This book is a classic for a reason. His teams extensive research has been distilled into a few clearly articulated points in an engaging way. What is not included is just as important as what is included to make a great company.
LibraryThing member bsanner
Good is the enemy to great. Great organizations are not characterized by charismatic leaders, product trends, or media hype. Rather, great organizations are doggedly disciplined around what Collins terms a "hedgehog concept" - the singular intersection of what an organization is passionate about,
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what an organization can be best in the world at, and the economic engine of an organization. Once an organization understands its "hedgehog concept," greatness means discipline: disciplined leadership making disciplined decisions in the context of its "hedgehog concept" - resulting in a disciplined culture. This sort of determination isn't the result of training, but of recruiting. The "who" of an organization must take priority over its "what" - or as Collins says "who first, then what." Good to Great is an engaging and thoroughly interesting read. Although the research is in the context of the business world, it is readily applicable both individually and in other organizational contexts. A+ Show Less
LibraryThing member c21wolf
A primer in the management of people. Use their strengths, put them in the right place and you will be rewarded.
LibraryThing member dclt01
There were some companies I did not expect to see listed.
LibraryThing member kpickett
This is all about how to take a company from good, or mediocre to great! Not quite tailored to non-profits but discusses some good theories: level 5 leaders, hedgehog concepts and more. Not as dry as other management books, Collins uses lots of examples which helps a non commercially minded person
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get a grasp on his concepts. Show Less
LibraryThing member mantooth
book on leadership and management in organizations. As usual the book is about common sense but it communicates the points very well. One of the best to the point books of this type that I have read. I would include it with "Flight of the Buffalo" and "The 7 Habits" as the most useful books when
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attempting to learn about leadership and management. Show Less
LibraryThing member markdeo
Well researched. I enjoyed this book very much. I feel it is a must read. Mr. Collin's ideas on "Optimal Thinking" are very interesting. This book spurned so much creativity from within me. I was really able to upgrade in capitalizing on my strengths. Very motivating and entertaining.
LibraryThing member dbeveridge
Essential reading for any business. This was a re-read and I think I need to do this every couple of years. There are some fundamental truths here that anyone in business needs to remind oneself about again and again.This makes my faves list because it is definitional, fundamental.
LibraryThing member eduscapes
This book focuses on moving organizations from "good" to "great" with lots of applications for education.
LibraryThing member gtdbizmom
I found Jim's book to be a shot of reality of what it takes to succeed as a company in a world caught up in the quick fix. As an entrepreneur, I have seen first hand that the principles Jim outlines as being as being critical to an organization's success. It was great to read a book that focused on
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building strong fundamentals and sticking to the basics rather than always looking for solutions through tactics. Read this book, you’ll be a better business book for it. Show Less
LibraryThing member scheringlibrary
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 the those rare and truly great companies was a corporate culture that rigorously found and promoted disciplined
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people to think and act in a disciplined manner. Peppered with dozens of stories and examples from the great and not-so-great, Collins lays a well-reasoned roadmap to excellence that any organisation would do well to consider. Like Build to Last, Good to Great is one of those books that managers and CEOs will be reading and rereading for yours to come. Show Less
LibraryThing member PCGator
Interesting commonalities in some of the highest performing American companies.
LibraryThing member sullijo
Good to Great is a perennial entry on lists of top business books, and for good reason. Jim Collins and his team of researchers spent years examining the characteristics of companies that made the transition from being merely “good” to being leaders in their respective industries.
The factors
I love Good to Great’s reliance on solid research and data demonstrating that what we think are the characteristics of great organizations — especially the idea of a dynamic genius in charge — are rarely effective in promoting real success.
Collins wrote a short follow-up, Good to Great in the Social Sectors, in 2005 — it treats the Good to Great concept in the context of non-profit organizations. But the original book contains all the foundational themes of Collins’ work.
The factors
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that Collins identified — hiring, training, and retaining the right people; identifying and building on core organizational strengths; and working for small, incremental growth — are factors that can also be used to build up great parishes, Catholic schools, and other ministries.I love Good to Great’s reliance on solid research and data demonstrating that what we think are the characteristics of great organizations — especially the idea of a dynamic genius in charge — are rarely effective in promoting real success.
Collins wrote a short follow-up, Good to Great in the Social Sectors, in 2005 — it treats the Good to Great concept in the context of non-profit organizations. But the original book contains all the foundational themes of Collins’ work.
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Publication
New York, NY : HarperBusiness, 2001.
Description
Built To Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the very beginning. But what about companies that are not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? Are there those that convert long-term mediocrity or worse into long-term superiority? If so, what are the distinguishing characteristics that cause a company to go from good to great? 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. The findings include: Level 5 Leadership: A surprising style, required for greatness. The Hedgehog Concept: Finding your three circles, to transcend the curse of competence. A Culture of Discipline: The alchemy of great results. Technology Accelerators: How good-to-great companies think differently about technology. The Flywheel and the Doom Loop: Why those who do frequent restructuring fail to make the leap.… (more)
Media reviews
Jim Collins new book is titled Good To Great. If you haven't read it yet, buy, beg, or borrow it. It's that important.
Collins calls Good To Great a "prequel" to his hugely successful Built To Last. I call it the most important Business Leadership book I have read in a long time.
Awards
Audie Award (Finalist — 2006)
Physical description
xii, 300 p.; 24 cm