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よく一緒に購入されている商品
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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?
Amazon.com's Best of 2001
Five years ago, Jim Collins asked the question, "Can a good company become a great company and if so, how?" In Good to Great Collins, the author of Built to Last, concludes that it is possible, but finds there are no silver bullets. Collins and his team of researchers began their quest by sorting through a list of 1,435 companies, looking for those that made substantial improvements in their performance over time. They finally settled on 11--including Fannie Mae, Gillette, Walgreens, and Wells Fargo--and discovered common traits that challenged many of the conventional notions of corporate success. Making the transition from good to great doesn't require a high-profile CEO, the latest technology, innovative change management, or even a fine-tuned business strategy. At the heart of those rare and truly great companies was a corporate culture that rigorously found and promoted disciplined people to think and act in a disciplined manner. Peppered with dozens of stories and examples from the great and not so great, the book offers a well-reasoned road map to excellence that any organization would do well to consider. Like Built to Last, Good to Great is one of those books that managers and CEOs will be reading and rereading for years to come. --Harry C. Edwards
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この本が出版した８年後に読んでいても学ぶことがたくさんありました。良いリーダー、良い人材を集める、良い「立地」に立つ、しっかり概念を守る。。。どれも普通のビジネス書に書いているにみえたが、内容を読むと、「なるほど」と思いました。
11 人中、7人の方が、｢このレビューが参考になった｣と投票しています。
形式:ハードカバー
前著'Built to last'で、成功を続ける組織には脈々と受け継がれる組織文化、哲学というものが存在し、いかに天才的な指導者といえども一朝一夕にこれを作り上げて組織に刷り込んで行くことは容易でないと喝破した著者の近著である。この中で、著者は、組織の改革というものは、トップダウンで強引に進められるものではなく、むしろ、みずからの強みを活かして行くための地道な努力の結果として現れるという。
成功した組織と成功していない組織を同業の企業から選択しその軌跡をつぶさに検討することによって、いくつかの知見を導き出している。そのなかでも、たとえば、革命的な成功例として語られる企業の多くが中から見れば地道な改善の努力によってある時開花したこと、また、自らが行っていることに情熱を持つこと、何をするかよりも誰とするかをまず考えることなど、示唆に富むものも多いと思う。
自信と方向性をとかく喪失しやすい現代の組織人には、一服の清涼剤であり、また、組織のトップにある人にとっては啓発されるところが多々あると思う。
17 人中、2人の方が、｢このレビューが参考になった｣と投票しています。
形式:ハードカバー
ファニーを褒めてる、いまとなっては・・・私は読むのを止めました
この本の最大のメッセージは、
「歳月は残酷であり、親父本の類は、結局時間と金の無駄」
だということでは、ないでしょうか。↓(Below Averageだそうです)
http://freakonomics.blogs.nytimes.com/2008/07/28/from-good-to-great-to-below-average/
最も、著者にとってだけは、
leaps and bounds
だったと思いますが
この本の最大のメッセージは、
「歳月は残酷であり、親父本の類は、結局時間と金の無駄」
だということでは、ないでしょうか。↓(Below Averageだそうです)
http://freakonomics.blogs.nytimes.com/2008/07/28/from-good-to-great-to-below-average/
最も、著者にとってだけは、
leaps and bounds
だったと思いますが
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