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Author: Jim Collins
Publisher: Harper Collins
ISBN: 0061956465
Category : Business & Economics
Languages : en
Pages : 246
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Book Description
Decline can be avoided. Decline can be detected. Decline can be reversed. Amidst the desolate landscape of fallen great companies, 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, if they find themselves falling, reverse their course. 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. Great companies can stumble, badly, and recover. Every institution, no matter how great, is vulnerable to decline. There is no law of nature that the most powerful will inevitably remain at the top. Anyone can fall and most eventually do. But, as Collins' research emphasizes, some companies do indeed recover—in some cases, coming back even stronger—even after having crashed into the depths of Stage 4. Decline, it turns out, is largely self-inflicted, and the path to recovery lies largely within our own hands. We are not imprisoned by our circumstances, our history, or even our staggering defeats along the way. As long as we never get entirely knocked out of the game, hope always remains. The mighty can fall, but they can often rise again.
Author: Jim Collins
Publisher: Harper Collins
ISBN: 0061956465
Category : Business & Economics
Languages : en
Pages : 246
Get Book Here
Book Description
Decline can be avoided. Decline can be detected. Decline can be reversed. Amidst the desolate landscape of fallen great companies, 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, if they find themselves falling, reverse their course. 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. Great companies can stumble, badly, and recover. Every institution, no matter how great, is vulnerable to decline. There is no law of nature that the most powerful will inevitably remain at the top. Anyone can fall and most eventually do. But, as Collins' research emphasizes, some companies do indeed recover—in some cases, coming back even stronger—even after having crashed into the depths of Stage 4. Decline, it turns out, is largely self-inflicted, and the path to recovery lies largely within our own hands. We are not imprisoned by our circumstances, our history, or even our staggering defeats along the way. As long as we never get entirely knocked out of the game, hope always remains. The mighty can fall, but they can often rise again.
Author: Jim Collins
Publisher: Harper Collins
ISBN: 0066620996
Category : Business & Economics
Languages : en
Pages : 320
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Book Description
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?
Author: Jim Collins
Publisher: Harper Collins
ISBN: 0062121006
Category : Business & Economics
Languages : en
Pages : 324
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Book Description
Ten years after the worldwide bestseller Good to Great, Jim Collins returns withanother groundbreaking work, this time to ask: why do some companies thrive inuncertainty, even chaos, and others do not? Based on nine years of research,buttressed by rigorous analysis and infused with engaging stories, Collins andhis colleague Morten Hansen enumerate the principles for building a truly greatenterprise in unpredictable, tumultuous and fast-moving times. This book isclassic Collins: contrarian, data-driven and uplifting.
Author: Joseph S. Nye
Publisher: Oxford University Press
ISBN: 0199754136
Category : Business & Economics
Languages : en
Pages : 241
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Book Description
'A book that analyzes what leadership really means and how it relates to power. It will be invaluable for both political and business leaders alike. Nye developed the concept of hard and soft power, and now he shows how best leaders use both in a smart way'. Walter Isaacson, President, The Aspen Institute
Author: Frances Hesselbein
Publisher: Jossey-Bass
ISBN: 9780787947262
Category : Business & Economics
Languages : en
Pages : 416
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Book Description
"The manager's job is to make human strength effective and human weakness irrelevant." —Peter F. Drucker "I am often asked by management students and middle managers, 'How can we make the changes you talk about if we are not at the top?' I reply, 'You can begin where you are, whatever your job. You can bring new insight, new leadership, to your team, your group." —Frances Hesselbein "As they say, 'None of us is as smart as all of us.' That is good because the problems we face are too complex to be solved by any one person or any one discipline." —Warren Bennis These are just a few of the insights collected in Leader to Leader, an inspiring examination of mission, leadership, values, innovation, building collaborations, shaping effective institutions, and creating community. Management pioneer Peter F. Drucker, Southwest Airlines CEO Herb Kelleher, best-selling authors Warren Bennis, Stephen R. Covey, and Charles Handy, Pulitzer Prize winner Doris Kearns Goodwin, Harvard professors Rosabeth Moss Kanter and Regina Herzlinger, and learning organization expert Peter Senge are among those who share their knowledge and experience in this essential resource. Their essays will spark ideas, open doors, and inspire all those who face the challenge of leading in an ever-changing environment. For a reader's guide, see www.leaderbooks.org
Author: Rosabeth Moss Kanter
Publisher: Profile Books
ISBN: 1847652298
Category : Business & Economics
Languages : en
Pages : 337
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Book Description
Throughout her extraordinary career, Professor Rosabeth Moss Kanter has always pushed the boundaries through her high-level field research, and her breakthrough ideas with practical applications for a broad audience. One of the world's bestselling business thinkers, her work on leadership and change management has influenced the most enlightened and successful executives and entrepreneurs. Supercorp, based on a three-year worldwide research program, provides the answer to a question crucial to both business and society more broadly: as a company grows, how can it avoid becoming a lumbering, corrupt giant? Companies such as IBM, Procter & Gamble, Mexican-based Cemex and Japanese-based Omron provide the models that businesses small and large can use to stay on track, outstrip the competition, and attract and motivate the new generation of talent. And, Professor Kanter provides the evidence of the powerful synergy between the financial success shareholders want and social conscience - it is only these 'vanguard companies' that are big but human, efficient but innovative, global but local, that will succeed in the future.
Author: Jim Collins
Publisher: HarperCollins
ISBN: 0062933809
Category : Business & Economics
Languages : en
Pages : 46
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Book Description
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. The key to business success is not a single innovation or one plan. It is the act of turning the flywheel, slowly gaining momentum and eventually reaching a breakthrough. Building upon the flywheel concept introduced in his groundbreaking classic Good to Great, Jim Collins teaches readers how to create their own flywheel, how to accelerate the flywheel’s momentum, 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, Vanguard, and the Cleveland Clinic which have turned their flywheels with outstanding results, Collins demonstrates that successful organizations can disrupt the world around them—and reach unprecedented success—by employing the flywheel concept.
Author: Everest Media,
Publisher: Everest Media LLC
ISBN: 1669352552
Category : Business & Economics
Languages : en
Pages : 15
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Book Description
Please note: This is a companion version & not the original book. Sample Book Insights: #1 The Motorola example shows how a company can fall from greatness due to Stage 1, Hubris Born of Success. Motorola had grown from $5 billion to $27 billion in annual revenues in just a decade, but its executives felt great pride in their soon-to-be-released StarTAC cell phone. However, the StarTAC used analog technology just as wireless carriers began to demand digital. #2 The concept of hubris is defined as excessive pride that brings down a hero, or alternatively, outrageous arrogance that inflicts suffering upon the innocent. We will encounter multiple forms of hubris in our journey through the stages of decline. #3 The climb from good to great is a process that requires sustained, cumulative effort. To remain successful in any given area of activity, you must keep pushing with as much intensity as when you first began building that flywheel. #4 If you’re struggling with the tension between continuing your commitment to what made you successful and living in fear about what comes next, ask yourself two questions: Does your primary flywheel face inevitable demise within the next five to ten years due to forces outside your control. Have you lost passion for it.
Author: Carly Fiorina
Publisher: Hachette UK
ISBN: 1857884345
Category : Biography & Autobiography
Languages : en
Pages : 429
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Book Description
By accepting the CEO job at Hewlett-Packard, an iconic company that had lost its way, Carly Fiorina confirmed her status as the most powerful businesswoman in America. But she also made herself a target for everyone who disliked her bold leadership style and resented her rapid rise. For six years, as she led HP through drastic changes and a controversial merger, Fiorina was the subject of endless analysis, debate and speculation. Yet in all that time, the public never really got to know the person behind the persona. Tough Choices finally reveals the real Carly Fiorina, who writes with brutal honesty about her triumphs and failures, her deepest fears and most painful confrontations – including her sudden and very public firing by HP's board of directors. Tough Choices shows what it's really like to lead a major corporation in a time of great change while trying to stay true to your values. It's one woman's inspiring story, along with her unique perspective on leadership, technology, globalisation, sexism and many other issues. "Superb... certain to be a hit. Ms Fiorina is at her best when recounting the travails of a woman in a male-dominated culture. She is also good in her psychological descriptions of the constant betrayals that occur in corporate bureaucracies. The woman that emerges from these pages is cultured, sensitive and vulnerable, even as she acts tough." —The Economist
Author: Alan Wurtzel
Publisher: Diversion Books
ISBN: 1938120256
Category : Business & Economics
Languages : en
Pages : 443
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Book Description
Chronicling his 13 years as CEO of Circuit City during its most successful time and sharing his insightful analysis of its downfall, Alan Wurtzel imparts a wisdom that is a must-read for anyone even remotely interested in business. “Good to Great to Gone illustrates the vital importance of listening to your customers. Without them your company has nothing.” ―Tony Hsieh, New York Times bestselling author of Delivering Happiness and CEO of Zappos.com, Inc. How did Circuit City go from a Mom and Pop store with a mere $13,000 investment, to the best performing Fortune 500 Company for any 15-year period between 1965 and 1995, to bankruptcy and liquidation in 2009? What must leaders do not only to take a business from good to great, but to avoid plummeting from great to gone in a constantly evolving marketplace? For almost 50 years, Circuit City was able to successfully navigate the constant changes in the consumer electronics marketplace and meet consumer demand and taste preferences. But with the company’s subsequent decline and ultimate demise in 2009, former CEO Alan Wurtzel has the rare perspective of a company insider in the role of an outsider looking in. Believing that there is no singular formula for strategy, Wurtzel emphasizes the “Habits of Mind” that influence critical management decisions. With key takeaways at the end of each chapter, Wurtzel offers advice and guidance to ensure any business stays on track, even in the wake of disruption, a changing consumer landscape, and new competitors. Part social history, part cautionary tale, and part business strategy guide, Good to Great to Gone: The 60 Year Rise and Fall of Circuit City features a memorable story with critical leadership lessons.
