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Good to Great

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Good to Great

Von: Jim Collins
Gesprochen von: Jim Collins
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Brought to you by Penguin.

Can a good company become a great one? If so, how?

After a five-year research project, Jim Collins concludes that good to great can and does happen. In this book, he uncovers the underlying variables that enable any type of organisation to make the leap from good to great while other organisations remain only good. Rigorously supported by evidence, his findings are surprising - at times even shocking - to the modern mind.

Good to Great achieves a rare distinction: a management book full of vital ideas that reads as well as a fast-paced novel. It is widely regarded as one of the most important business books ever written.

© Jim Collins 2001 (P) Penguin Audio 2020

 Arbeitsplatz- & Organisationsverhalten Erfolg im Beruf Geschäftsentwicklung & Unternehmertum Management & Leadership

Kritikerstimmen

...the biggest selling and most influential management book of the new millennium.
...seminal...
...a must-read...
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 Built to Last, Good to Great is one of those books that managers and CEOs will be reading and rereading for years to come.
in this category (management books) there is nothing to touch Jim Collins... It is essential reading.
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The authors are passionate about their research and make a decent effort to present their findings. There are many powerful and simple principles that one can implement in any realm of leadership, business, non-profit, organisation and even church or mission. However the GREATNESS in this book is solely related to the ability of an entity to produce continuous monetary profit - which ultimately is a shallow, simply insufficient- definition of GREATNESS (even in the standpoint of a business entity).

Great only about profit?

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The author describes a rigorous study of companies that accelerated their growth to beat the market three times against carefully matched comparison companies that didn’t. The main determinants of the success are having a the level 5 leader and following a so-called hedgehog concept instead of expanding beyond it, both of which are noteworthy concepts. However what really bothered me is his insistence on innate abilities of successful people instead of any kind of coaching, which is completely against existing scientific evidence that abilities are learned through deliberate practice. With this in mind, I found it hard to enjoy the author’s forceful reading style.

Level 5 Leader is key to success

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