the book : Good to Great, why some companies make the leap and others dont by Jim Collins

Good to Great , why some companies make the leap and others don 't by Jim Collins

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Abstract

This report analyzes the effectiveness of a bestselling book written by Jim Collins , namely Good to Great : Why Some Companies Make the Leap and Others Don 't . The bibliography page appends sources in APA format

Outline

About the Author

Summary of `Good to Great

Why I Prefer this Book

Conclusion

Good to Great , why some companies make the

leap and others don 't by Jim Collins

About the Author

A former lecturer at Stanford University , Jim Collins is one of the bestselling authors of business management and is regarded as a business guru of America . He is also the co-author of the famous book Built to Last . He recently works as a head management researcher in Colorado and often writes for business magazines and journals such as Harvard Business Review

Summary of the Book

After Collin 's bestseller Built to Last , his next influential book Good to Great ' was a breakthrough . In this book , the writer along with a team of researchers has conducted a comprehensive research of five years data (1965 to 1995 ) of companies , sorting out great ones from good ones . The criteria for the selection was factors such as performance at stock market , any major breakthrough by that company and evaluation of returns of the company in that breakthrough period which must be at least three times the market

Collins and his team finally awarded eleven out of 1435 companies with the title of companies that made it from good-to-great . These are : Abbot Laboratories , Circuit City , Fannie Mae , Gillette , Kimberly-Clark Kroger , Nucor , Philip Morris , Pitney Bowes , Walgreens , and Wells Fargo

The book illustrates some concepts which Collins believes contribute to greatness of an organization . These are Level 5 Leadership , Confronting the Brutal Facts , Hedgehog Concept , Culture of Disciple , Technology Acceleration and the Flywheel and Doom Loop

For instance , Level 5 Leadership describes the traits of a leader observed in great organizations . Such leaders are way beyond highly capable individuals , competent managers or effective leaders and don 't necessarily have classy pros . Such leaders are the ones who do not wish for any fame or recognition but in fact , are in habit of giving credit to everyone when won and taking the blame themselves when failed They are modest in personality but professionally determined , being self-motivated and driving others as well . At the same time , another vital information Collins observed was that these leaders were mostly from within the company

Then , the notion of first asking `Who ' then focusing on `What , is explained . Here , `what ' concerns questions about visions and strategies whereas `who ' centers on the right people employed for these tasks Collins illustrates this with an example of a bus i .e . putting the right people on the bus , taking wrong people off it , and then deciding where to drive

Next , the significance of confronting the brutal facts...