Good to Great

Good to great summarises the findings from extensive research into what makes certain high performing companies outperform their peers. The findings are both interesting and capable of being replicated by any company that wishes to improve performance.This book is very concise and full of interesting case studies. It was one of the few occasions when I wished the book could have been a bit longer.Well researched, well written, well done!Here are some of the learnings I will be taking away from this book:• All Good to great (“GTG”) companies had a Level 5 leader• Level 5 leaders consistently exhibit humility, modesty and an ability to reign in their ego.• Many companies are drawn towards outgoing egocentric leaders and this is often the wrong choice.• Level 5 leaders are more interested in something larger and more lasting than their own career• GTG leaders concentrate on hiring the right people before deciding on strategy• Don’t compromise when hiring. If you’re not confident then keep looking• When someone needs to leave the company act quickly• Give your best people the best opportunities and not your biggest problems• GTG management teams have rigorous debates and aren’t afraid to share their views. But when a decision is made they act as one• GTG companies ensure information flows give management the right facts to manage the business effectively• GTG companies foster a culture where employee’s views are heard and acted upon• GTG companies review failures without negative consequences for the people involved• Figuring out how to motivate people is a waste of time. If you hire the right people they will motivate themselves.• Good to great companies did one thing exceptionally well and stuck to it (the hedgehog process)• GTG companies developed their strategy from a deep understanding of what they could be world class at. This was not a goal or intention but an understanding of reality• GTG companies typically focussed on one KPI e.g. profit per customer• GTG companies were incredibly disciplined and did not waste time and money on unrelated activities and acquisitions• GTG companies used technology as an accelerator of, not creator of, momentum• Careful consideration should be given to whether a given technology fits with your hedgehog concept• GTG companies often looked like an overnight success from the outside but in reality they were long in the making and a result of persistent action over a long period of time.• Preserve core values and purpose while strategies and practices endlessly adapt with the changing world

It’s been around a while and I’ve read it several times. It’s a core text on leadership and leadership styles.

Great book and arrived as described

The book is very inspiring as it gives an insight into how and why only handful of companies could qualify to be called Great in comparison to many Good companies, who could not endure greatness. It cracks the management concepts and principles for road to greatness in a very simplistic and subtle way. However, probably two simplistic sometime, is my only criticism. After having read the full book, inspiration along with some management principles does don you, but you aren't really geared up for any real strategies. It definitely deserves a read for all those inspiring managers who want their companies to reach great heights.

Great

This book is amazing and really lives up to his reputation and popularity. I highly recommend it as the work and thought that has gone into the book is evidenced in each chapter.

I read this book with great interest as it's selection criteria for the finally selected 11 companies was strict and the author does not withold any information on the selection process either. The end of the book lists its selection criteria, complete with a comprehensive FAQ section.The final selection consists of 11 good to great companies (Selected from 1435 Fortune 500 companies) and 17 comparison companies that could not qualify. The primary selection process consisted of baselining the 'good to great' companies at three times the market for fifteen years including 15 years of good performance (1.25 time the general stock market) preceding the transition while the company had to be an established, on going company, not a startup.Pretty strict criteria that has led to some eye opening findings. Most of the findings can be browsed by reading the reviews on the Amazon .co.uk and .com sites.A MUST READ BOOK for all aspiring and current leaders.

The book highlights a few key points to make a company successful. It's very clearly written, and It's a pleasant book to read. It's well backed by serious scientific research, as all statements are proven by scientific research done over existing US companies.It's very applicable in real life, regardless of your management level (eg : the tip on getting the right people is not only true for a CEO, but for anyone building a team).It's a rather generalist book, I assume each topic can be deep dived with specific books, but it's a very good overall introduction.

The media could not be loaded.  Jim Collins' seminal work, "Good to Great: Why Some Companies Make the Leap...And Others Don't," is not just a book; it's a roadmap for achieving enduring business success. Drawing on years of rigorous research and analysis, Collins and his team unravel the mysteries behind what sets truly exceptional companies apart from the merely good ones.Good to Great: Why Some Companies Make the Leap...And Others Don't" is essential reading for anyone interested in the pursuit of excellence in business. With its rigorous research, compelling narrative, and practical wisdom, it offers a roadmap for achieving enduring success in an ever-changing world. I wholeheartedly recommend it to anyone seeking to unlock the secrets of business greatness

Livro perfeito

an amazing book who wants to lear about impecable leadership, management and operations to apply in struggling or unorganized companies

Insanely powerful by its own nature of timelessness but also its humility with which it comes up with factual observation, and not fancy management recommendations (DOs and DONTs).The most powerful key takeway for me is, when we align the right people, the right thinking, the right action course, over the long term, we're dramatically increasing the odds of success. No matter the industry, the geography, and the product we sell (whether bleeding edge tech or legacy consumer business)

A very detailed study with clear results - applicable to large corporations, as well as small companies.