Good to Great 1 - Good to Great Why Some Companies Make the Leap...And Others Don't
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Jim Collins
Samenvatting
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. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?
The Standards
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.
The Comparisons
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?
Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't.
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 findings include:
- Level 5 Leaders: The 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 requires transcending the curse of competence.
- A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently 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.
“Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.”
Perhaps, but who can afford to ignore these findings?
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- Good to great
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Geschreven bij: Good to Great
- Onvolledig
- Eenzijdig
- research is flawed
First time I read this book was in 2009 and I was very much impressed by its findings, particularly so because it seemed to be so thorougly researched. Then in 2013 I read another book called 'Thinking fast and Slow' by academic Daniel Kahneman, who actually criticizes author Jim Collins for asserting causality where there is none or very little (he does so in chapter 19 specifically). Collins' supposed identification of successful management styles or practices in the outperforming companies underestimates the importance luck or randomness played in the outperformance (according to Kahneman). Regarding both these Collins books the researched companies actually failed to outperform in the subsequent periods that were out of the research timeframes. Most notably of course Circuit City and Fannie Mae, both of which went bankrupt (how's that for superior business practices?). I've revisited the book after reading Kahneman and I would personally add to this point that Collins' research methodology is very much flawed as well. He basically reverts the proper scientific method of formulating a theory, making a prediction (hypothesis) based on this theory and then proceeding to test it in real life. Collins instead starts with collecting his observations (=outperforming companies), assumes causality which explains their outperformance and then basically makes up a lot of vague things (like the hedgehog-concept; really what is that?) which are supposed to explain it. Doing this his 'research' basically makes a mockery of the scientific method. I must admit I fell for it when I first read this book, but now I almost entirely reject its value as a usefull business book. The argument that it's not meant as a scientific book, that some have made, is totally ridiculous as well. Because if the value of this book doesn't reside in its supposed fact-finding or explanatory power then what remains? The scientific method happens to be the most useful in that effort and even in a popular non-fiction book its most important principles should be abided by. If you want to read a good business book read 'Business Adventures' by John Brooks instead, recently recommended by Bill Gates. It's a set of business essays that will show the reader much of the 'human element' inherent in business (as in life). Aforementioned Kahneman is recommended as well, although it's not a business book, but more a psychology book showing how human thinking is subject to flaws (one of which Collins is actually a victim of, or at least his readers are...).
Geschreven bij: Good to Great
Interessante kijk op hoe bedrijven niet goed presteren maar de competitie compleet verpletteren. Enigszins gedateerd maar goede voorbeelden die nog steeds toepasbaar zijn.
Geschreven bij: Good to Great
- Heldere uitleg
- Inspirerend
- Praktisch toepasbaar
- Toegankelijk
- Verrassend
Jim Collins en zijn team weten hun complexe onderzoeksvraag helder en scherp neer te zetten, en hun conclusies zijn zo mogelijk nog helderder. Knap om onderzoek zo toegankelijk te kunnen beschrijven!
Geschreven bij: Good to Great
- Inspirerend
- Praktisch toepasbaar
Een boek dat iedere management consultant met lezen! Inspirerend, verwijzend en beargumenteerd!
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Alle uitvoeringen (6)

E-book
2011
Op voorraadDirect beschikbaar
Digitaal luisterboek
2020
Op voorraadDirect beschikbaar
Digitaal luisterboek
2010
Op voorraadDirect beschikbaar
Hardcover
2001
Op voorraadUiterlijk 18 september in huis
Hardcover
2001
Op voorraadVoor 23:59 uur besteld, morgen in huis
Luisterboek op CD
2001
Uiterlijk 28 september in huis
















