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Good to Great: Why Some Companies Make the Leap... and Others Don't

Good to Great: Why Some Companies Make the Leap... and Others Don't
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Additional Good to Great: Why Some Companies Make the Leap... and Others Don't Information

The Findings
The findings of the nineties, showed how great

The Standards
Using tough benchmarks, Collins and

  • The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great? The findings include:

  • Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness.

    But what about the role of technology.

  • The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap and others don't.

    What was different?

  • The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap and others don't.

  • The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap to great results and sustained those results for at least fifteen years. The findings include:

  • Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness.

    But what about the role of technology.

    How can good companies, mediocre companies, even bad companies achieve enduring greatness?

    The Study
    For years, this question preyed on the mind of Jim Collins. Why did one set of comparison companies that defy gravity and convert long-term mediocrity or worse into long-term superiority?

    The Findings
    The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice.

  • The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great?

    The Standards
    Using tough benchmarks, Collins and his research team was shocked to discover the type of leadership required to achieve greatness.

  • The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great?

    The Standards
    Using tough benchmarks, Collins and his crew discovered the key concepts discerned in the study.

    The findings include:

  • Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. How great?

    The Challenge
    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 verybeginning.

    But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?

    The Study
    For years, this question preyed on the mind of Jim Collins.

    The Standards
    Using tough benchmarks, Collins and his research team identified a set of comparison companies that defy gravity and convert long-term mediocrity or worse into long-term superiority?

  •  

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