Good to Great
Good to Great
“Why Some Companies Make the Leap... and Others Don’t"
Harper Business, 2001, New York, NY.
Review BySwarup Bose
© www.hrfolks.com All Rights Reserved
Table of Contents
About the Author……………………………………….3
Thesis…………………………………………………...3
Chapter 1. Good is the Enemy of Great……………...4
Chapter 2.Level 5 Leadership………………………..5
Chapter 3. First Who….Then what…………………..6
Chapter 4. Confront the brutal facts…………………7
Chapter 5. Hedgehog Concept………………………9
Chapter 6. Cultural Discipline……………………….10
Chapter 7. Technological Accelerators…………….11
Chapter 8. The Flywheel And the Doom Loop…….12
Chapter 9. From Good To great To built to Last…..14
Learnings from Good to great……………………….15
Critique…………………………………………………16
.
© www.hrfolks.com All Rights Reserved
About
the
Author
:
Jim Collins is a student and teacher of enduring great companies -- how they grow, how they attain superior performance, and how good companies can become great companies. Having invested over a decade of research into the topic, Jim has co-authored three books, including the classic Built to Last, a fixture on the Business Week bestseller list for s eliminated wasteful luxuries, like executive dining rooms, corporate jets, lavish vacation spots, etc., for the good of the co mpany - to other people, external factors, and good luck. All 11 of the featured companies had this type of leadership, charactmulti-year research projects and works with executives from the private, public, and social sectors.
Jim has served as a teacher to senior executives and CEOs at corporations that include: Starbucks
Coffee, Merck, Patagonia, American General, W.L. Gore, and hundreds more. He has also worked with the non-corporate sector such as the Leadership Network of Churches, Johns
Hopkins Medical School, the Boys & Girls Clubs of America and The Peter F. Drucker
Foundation
for
Non-Profit
Management.
Jim invests a significant portion of his energy in
“Why Some Companies Make the Leap... and Others Don’t"
Harper Business, 2001, New York, NY.
Review BySwarup Bose
© www.hrfolks.com All Rights Reserved
Table of Contents
About the Author……………………………………….3
Thesis…………………………………………………...3
Chapter 1. Good is the Enemy of Great……………...4
Chapter 2.Level 5 Leadership………………………..5
Chapter 3. First Who….Then what…………………..6
Chapter 4. Confront the brutal facts…………………7
Chapter 5. Hedgehog Concept………………………9
Chapter 6. Cultural Discipline……………………….10
Chapter 7. Technological Accelerators…………….11
Chapter 8. The Flywheel And the Doom Loop…….12
Chapter 9. From Good To great To built to Last…..14
Learnings from Good to great……………………….15
Critique…………………………………………………16
.
© www.hrfolks.com All Rights Reserved
About
the
Author
:
Jim Collins is a student and teacher of enduring great companies -- how they grow, how they attain superior performance, and how good companies can become great companies. Having invested over a decade of research into the topic, Jim has co-authored three books, including the classic Built to Last, a fixture on the Business Week bestseller list for s eliminated wasteful luxuries, like executive dining rooms, corporate jets, lavish vacation spots, etc., for the good of the co mpany - to other people, external factors, and good luck. All 11 of the featured companies had this type of leadership, charactmulti-year research projects and works with executives from the private, public, and social sectors.
Jim has served as a teacher to senior executives and CEOs at corporations that include: Starbucks
Coffee, Merck, Patagonia, American General, W.L. Gore, and hundreds more. He has also worked with the non-corporate sector such as the Leadership Network of Churches, Johns
Hopkins Medical School, the Boys & Girls Clubs of America and The Peter F. Drucker
Foundation
for
Non-Profit
Management.
Jim invests a significant portion of his energy in