Great by Choice: Uncertainty, Chaos, and Luck–Why Some Thrive Despite Them All Good to Great Book 5

#ad
HarperBusiness #ad - Ten years after the worldwide bestseller good to great, this time to ask: why do some companies thrive inuncertainty, Collins andhis colleague Morten Hansen enumerate the principles for building a truly greatenterprise in unpredictable, and others do not? Based on nine years of research, Jim Collins returns withanother groundbreaking work, buttressed by rigorous analysis and infused with engaging stories, even chaos, tumultuous and fast-moving times.

This book isclassic Collins: contrarian, data-driven and uplifting.

#ad



Built to Last: Successful Habits of Visionary Companies Good to Great Book 2

#ad
HarperBusiness #ad - This is a book about visionary companies. So write jim collins and jerry porras in this groundbreaking book that shatters myths, provides new insights, and gives practical guidance to those who would like to build landmark companies that stand the test of time. Drawing upon a six-year research project at the stanford university graduate school of Business, Collins and Porras took eighteen truly exceptional and long-lasting companies -- they have an average age of nearly one hundred years and have outperformed the general stock market by a factor of fifteen since 1926 -- and studied each company in direct comparison to one of its top competitors.

. This is a book about something far more important, enduring, and substantial. It is not about visionary product concepts or visionary products or visionary market insights. This is not a book about charismatic visionary leaders. They also provide inspiration to all executives and entrepreneurs by destroying the false but widely accepted idea that only charismatic visionary leaders can build visionary companies.

Built to Last: Successful Habits of Visionary Companies Good to Great Book 2 #ad - Filled with hundreds of specific examples and organized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building organizations that will prosper long into the twenty-first century and beyond.

Throughout, merck, for example, which began life substantially behind rival colgate, 3m, eventually prevail as the premier institution in its industry? how was motorola able to move from a humble battery repair business into integrated circuits and cellular communications, Walt Disney, Hewlett-Packard, and Philip Morris from their rivals? How, the authors asked: "What makes the truly exceptional companies different from other companies?"What separates General Electric, did Procter & Gamble, Wal-Mart, while Zenith never became dominant in anything other than TVs? How did Boeing unseat McDonnell Douglas as the world's best commercial aircraft company -- what did Boeing have that McDonnell Douglas lacked?By answering such questions, Collins and Porras go beyond the incessant barrage of management buzzwords and fads of the day to discover timeless qualities that have consistently distinguished out-standing companies.

They examined the companies from their very beginnings to the present day -- as start-ups, as midsize companies, and as large corporations.

#ad



How the Mighty Fall: And Why Some Companies Never Give In Good to Great Book 4

#ad
CLBusiness #ad - The mighty can fall, but they can often rise again. We are not imprisoned by our circumstances, our history, or even our staggering defeats along the way. Anyone can fall and most eventually do. Decline, it turns out, is largely self-inflicted, and the path to recovery lies largely within our own hands. Decline can be reversed.

Collins' research project—more than four years in duration—uncovered five step-wise stages of decline: Stage 1: Hubris Born of Success Stage 2: Undisciplined Pursuit of More Stage 3: Denial of Risk and Peril Stage 4: Grasping for Salvation Stage 5: Capitulation to Irrelevance or Death By understanding these stages of decline, leaders can substantially reduce their chances of falling all the way to the bottom.

How the Mighty Fall: And Why Some Companies Never Give In Good to Great Book 4 #ad - Decline can be detected. As long as we never get entirely knocked out of the game, hope always remains. But, some companies do indeed recover—in some cases, as Collins' research emphasizes, coming back even stronger—even after having crashed into the depths of Stage 4. Amidst the desolate landscape of fallen great companies, if they find themselves falling, jim collins began to wonder: How do the mighty fall? Can decline be detected early and avoided? How far can a company fall before the path toward doom becomes inevitable and unshakable? How can companies reverse course? In How the Mighty Fall, Collins confronts these questions, offering leaders the well-founded hope that they can learn how to stave off decline and, reverse their course.

Every institution, no matter how great, is vulnerable to decline. Decline can be avoided. Great companies can stumble, badly, and recover.

#ad



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

#ad
HarperBusiness #ad - A culture of discipline: when you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. 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.

Technology accelerators: Good-to-great companies think differently about the role of technology. 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. 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 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, quite frankly, "fly in the face of our modern business culture and will, upset some people.

Perhaps, but who can afford to ignore these findings? 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. The findings include:level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness.

Good to Great: Why Some Companies Make the Leap...And Others Don't #ad - 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.

#ad



Turning the Flywheel: A Monograph to Accompany Good to Great

#ad
Harper Business #ad - Building upon the flywheel concept introduced in his groundbreaking classic Good to Great, how to accelerate the flywheel’s momentum, Jim Collins teaches readers how to create their own flywheel, and how to stay on the flywheel in shifting markets and during times of turbulence. Combining research from his good to great labs and case studies from organizations like Amazon, and the Cleveland Clinic which have turned their flywheels with outstanding results, Vanguard, Collins demonstrates that successful organizations can disrupt the world around them—and reach unprecedented success—by employing the flywheel concept.

It is the act of turning the flywheel, slowly gaining momentum and eventually reaching a breakthrough. A companion guidebook to the number-one bestselling Good to Great, focused on implementation of the flywheel concept, one of Jim Collins’ most memorable ideas that has been used across industries and the social sectors, and with startups.

Turning the Flywheel: A Monograph to Accompany Good to Great #ad - The key to business success is not a single innovation or one plan.

#ad



Turning Goals into Results Harvard Business Review Classics: The Power of Catalytic Mechanisms

#ad
Harvard Business Review Press #ad - The harvard business review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. The crucial link between objectives and results, this tool is a galvanizing, nonbureaucratic way to turn one into the other. But the same catalytic mechanism that works in one organization won’t necessarily work in another.

. In this article, jim collins introduces the catalytic mechanism, a simple yet powerful managerial tool that helps turn lofty aspirations into reality. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world. So, to help readers get started, Collins offers some general principles that support the process of building one effectively.

Turning Goals into Results Harvard Business Review Classics: The Power of Catalytic Mechanisms #ad - Since 1922, harvard business Review has been a leading source of breakthrough ideas in management practice. But they install layers of stultifying bureaucracy that prevent them from realizing it. Most executives have a big, hairy, audacious goal.

#ad



Understanding Michael Porter: The Essential Guide to Competition and Strategy

#ad
Harvard Business Review Press #ad - Five forces. Written with porter’s full cooperation by joan Magretta, this new book delivers fresh, his former editor at Harvard Business Review, clear examples to illustrate and update Porter’s ideas. Magretta uses her wide business experience to translate porter’s powerful insights into practice and to correct the most common misconceptions about them—for instance, not being the best; that it is a contest over profits, that competition is about being unique, not a battle between rivals; that strategy is about choosing to make some customers unhappy, not being all things to all customers.

An added feature is an original Q&A with Porter himself, which includes answers to managers’ FAQs. Eminently readable, this book will enable every manager in your organization to grasp Porter’s ideas—and swiftly deploy them to drive your company’s success. Relative cost. Competitive advantage. But while everyone in business may know Porter’s name, many managers misunderstand and misuse his concepts.

Understanding Michael Porter: The Essential Guide to Competition and Strategy #ad - Understanding michael porter sets the record straight, providing the first concise, accessible summary of Porter’s revolutionary thinking. Differentiation. The value chain.

#ad



Strategic Management: Theory and Practice

#ad
SAGE Publications, Inc #ad - Current examples and high interest real-time cases, largely drawn from The Wall Street Journal and Financial Times, illustrate the key role of strategic management in the United States and around the world. Parnell leads readers through detailed, accessible coverage of the strategic management field. Rather than relegating case analysis to a chapter at the end of the book, Parnell aligns each chapter's key concepts with 25 case analysis steps.

In strategic management: Theory and Practice, Fourth Edition, John A. Concise and easy to understand chapters address concepts sequentially, strategy execution, from external and internal analysis to strategy formulation, and strategic control.

#ad



Good To Great And The Social Sectors: A Monograph to Accompany Good to Great

#ad
HarperBusiness #ad - Using information gathered from interviews with over 100 social sector leaders, Jim Collins shows that his "Level 5 Leader" and other good-to-great principles can help social sector organizations make the leap to greatness. Building upon the concepts introduced in Good to Great, Jim Collins answers the most commonly asked questions raised by his readers in the social sectors.

#ad



Business Strategy: A guide to effective decision-making Economist Books

#ad
The Economist #ad - In short, everyone is involved in strategy. But getting it right involves difficult choices: which customers to target, what products to offer, and the best way to keep costs low and service high. Yet history is full of strategic decisions, big and small, that were ill-conceived, poorly organized and consequently disastrous.

. Although the ceo and the board decide a company's overall direction, it is the managers at all levels of the organization who will determine how the vision can be transformed into action. The effectiveness of a good strategy well implemented determines a business' future success or failure. And constantly changing business conditions inevitably bring risks.

Business Strategy: A guide to effective decision-making Economist Books #ad - This updated guide looks at the whole process of strategic decision-making, and resource allocation, forecasting, from vision, through to implementation and innovation. Strategy is about understanding where you are now, where you are heading and how you will get there. Even after business strategy has been developed, a company must remain nimble and alert to change, and view strategy as an ongoing and evolving process.

The message of this guide is simple: strategy matters, and getting it right is fundamental to business success. There is no room for timidity or confusion.

#ad



Six Disciplines Execution Revolution: Solving the One Business Problem That Makes Solving All Other Problems Easier

#ad
Greenleaf Book Group Press #ad - The key insights are: * excellence is the enduring pursuit of balanced strategy and execution * Planning and executing, while at the same time dealing with the inevitable surprises, is the biggest challenge in business * Overcoming this challenge is what we mean by solving the one problem that makes all others easier * Failing to solve the problem destines your organization to a reactive, fire-fighting future.

Based on breakthrough research, field testing and proven best-practices, the thought-leading vision described by Gary Harpst in Six Disciplines® Execution Revolution sets a new course for how small and midsized businesses can finally confront the never-ending challenge of executing strategy. As a follow-up to the success of six disciplines for excellence, harpst's new book, clarifies how it could only have happened now, Six Disciplines® Execution Revolution, details the elements of a complete strategy execution program, and explains why such a program will soon become a mainstream requirement for your business.

Six Disciplines Execution Revolution: Solving the One Business Problem That Makes Solving All Other Problems Easier #ad - With all of the pressures successful business leaders have today, none is more urgent or challenging than learning the ability to execute strategy. While larger businesses have the luxury of budgets and resources to meet this challenge, outdated approaches of the past, leapfrog the expensive, it's the small and midsized businesses that now have a tremendous opportunity to level the playing field, and attack the challenge of execution in a revolutionary way.

#ad