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Built to Last CD: Successful Habits of Visionary Companies [Gekürzte Ausgabe, Audiobook] [Englisch] [Audio CD]

Jim Collins , Jerry I. Porras
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Kurzbeschreibung

2. November 2004

"Good to Great is about turning good results into great results; Built to Last is about turning great results into an enduring great company." so write Jim Collins and Jerry Porras in this groundbreaking book that shatters myths, provides new insights, and gives practical guidance to those who would like to build landmark companies that stand the test of time.

Drawing upon a six-year research project at the Stanford University Graduate School of Business, Collins and Porras took eighteen truly exceptional and long-lasting companies and studied each company in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day, as start-ups, as midsize companies, and as large companies. Throughout, the authors asked: "What makes the truly exceptional companies different from other companies?"

Collins and Porras go beyond the incessant barrage of management buzzwords and fads of the day to discover timeless qualities that have consistently distinguished outstanding companies. They also provide inspiration to all executives and entrepreneurs by destroying the false but widely accepted idea that only charismatic visionary leaders can build visionary companies.

Filled with hundreds of specific examples and organized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building organizations that will prosper long into the twenty-first century and beyond.


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Produktinformation

  • Audio CD
  • Verlag: HarperAudio; Auflage: Abridged (2. November 2004)
  • Sprache: Englisch
  • ISBN-10: 0060589051
  • ISBN-13: 978-0060589059
  • Größe und/oder Gewicht: 14,9 x 13,6 x 2 cm
  • Durchschnittliche Kundenbewertung: 4.6 von 5 Sternen  Alle Rezensionen anzeigen (67 Kundenrezensionen)
  • Amazon Bestseller-Rang: Nr. 247.744 in Englische Bücher (Siehe Top 100 in Englische Bücher)
  • Komplettes Inhaltsverzeichnis ansehen

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Produktbeschreibungen

Amazon.de

This analysis of what makes great companies great has been hailed everywhere as an instant classic and one of the best business titles since In Search of Excellence. The authors, James C Collins and Jerry I Porras, spent six years in research, and they freely admit that their own preconceptions about business success were devastated by their actual findings--along with the preconceptions of virtually everyone else.

Built to Last identifies 18 "visionary" companies and sets out to determine what's special about them. To get on the list, a company had to be world famous, have a stellar brand image, and be at least 50 years old. We're talking about companies that even a layperson knows to be, well, different: the Disneys, the Wal-Marts, the Mercks.

Whatever the key to the success of these companies, the key to the success of this book is that the authors don't waste time comparing them to business failures. Instead, they use a control group of "successful-but-second-rank" companies to highlight what's special about their 18 "visionary" picks. Thus Disney is compared to Columbia Pictures, Ford to GM, Hewlett Packard to Texas Instruments, and so on. The core myth, according to the authors, is that visionary companies must start with a great product and be pushed into the future by charismatic leaders. There are examples of that pattern, they admit: Johnson & Johnson, for one. But there are also just too many counter-examples--in fact, the majority of the "visionary" companies, including giants such as 3M, Sony, and TI, don't fit the model. They were characterised by total lack of an initial business plan or key idea and by remarkably self-effacing leaders. Collins and Porras are much more impressed with something else they shared: an almost cult-like devotion to a "core ideology" or identity, and active indoctrination of employees into "ideologically commitment" to the company.

The comparison with the business "B" team does tend to raise a significant methodological problem: which companies are to be counted as "visionary" in the first place? There's an air of circularity here, as if you achieve "visionary" status by ... achieving visionary status. So many roads lead to Rome that the book is less practical than it might appear. But that's exactly the point of an eloquent chapter on 3M. This wildly successful company had no master plan, little structure, and no prima donnas. Instead it had an atmosphere in which bright people were both keen to see the company succeed and unafraid to "try a lot of stuff and keep what works." --Richard Farr -- Dieser Text bezieht sich auf eine vergriffene oder nicht verfügbare Ausgabe dieses Titels.

Synopsis

Built to Last examines 18 exceptional and long-lasting companies, including General Electric, Boeing, Disney, Hewlett-Packard and Proctor & Gamble, and compared each with one of its closest but less successful competitors, in order to discover exactly what has given it the edge over its rivals.Companies need two basic things to beat the competition: a guiding philosophy and a challenging mission. Built to Last provides a blueprint for success for companies around the world, who can learn how to succeed in a ruthlessly competitive environment. The new chapter takes a much-needed look at what the future may hold for Internet companies. -- Dieser Text bezieht sich auf eine vergriffene oder nicht verfügbare Ausgabe dieses Titels.

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This is not a book about charismatic visionary leaders. Lesen Sie die erste Seite
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3 von 3 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Spiritual Pursuit 20. Januar 2000
Format:Taschenbuch
While making money in the short run seems to be the going craze for most of the young people around, "Built to Last" gives a welcome relief by bringing to the fore what GREAT men (and women) have done to their companies (and society)by nurturing ideals of achieving time-defying success that rewrites the rule of success.
As the CEO of a growing education organisation, almost every word of this book struck a chord deep down in my heart. The notions of long term loyalty to a motive far beyond money-making is too enthralling ! I tried it out on myself for the past 4 years and presto ! It works ! Sudden extra doses of energies pump through your veins and the future looks crystal clear...though the haze of the coming net based society remains an impediment- a welcome one.
Galvanizing workforce across the length and breadth of your corporation has always needed either an extremely charismatic leader who could tie all individual goals to something more transcendental or teach people the virtue of looking beyond the bottomline.
I practised this policy for some years and at the latest AGM of my orgnsn., I was happy to see the stunned faces of many when I posed the question to them all "A hundred years from now when all of us would be dead and gone, where would our organisation be ?"
The looks on the faces were telltale. I got the message clearly. "Built to Last" is the only reason and motivation that keeps me ticking every day, with an energy level greater than others.
Suggestions -- All the young managers out there...read this one. It will change forever your life strategy. Yes, it will !
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5.0 von 5 Sternen Read this along with 'Enduring Success' 24. März 2011
Format:Taschenbuch
Fascinating book and no coincidence that we still talk about it 17 years after it was published. While some reviewers are criticising that not all companies in the study continue to be successful I think they both miss the point and did not read the author's claims carefully. They study a group of companies which was exceptionally successful during the observation period. This neither implies that these companies will continue to do well nor does it prevent us to learn from their past experiences.

What is more of a challenge for the book is the mind frame in which it was written. Authors' are not able to fully escape the main debates of their time (and they probably should not). For 'Built to Last' that means substantial space being devoted to vision and mission (hotly debated in the 1990s). I recommend that you also read 'Enduring Success: what we can learn from the history of outstanding corporations' - a new book that picks up topics we care about today (e.g. innovation versus execution), using the same research approach as 'Built to Last'.
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5.0 von 5 Sternen The essence of leadership 6. März 2000
Format:Taschenbuch
Until reading Built to Last I regarded "vision" as a rare attribute possessed by a select group of successful individuals, something far out of my limited reach. However, Collins and Porras showed that I can acquire vision in three steps: discover those core values or principles most important to me above all others, identify my firm's fundamental reason for being, and 'envision a future' through creating audacious organizational goals and vivid descriptions of their achievement. The authors provided me with a valuable template I will use to find my own, unique vision. Thanks to them my new understanding and appreciation of vision will promote the development of a strong, positive corporate culture in my firm.
Built to Last is one of the few books that I will return to time and again for advice, long after my textbooks are gone.
For help with discovering my core values, I found Covey's "The 7 Habits of Highly Effective People" another "must-read."
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5.0 von 5 Sternen New insights on growth for people and organizations 3. Januar 2000
Format:Taschenbuch
If you invested in a general market stock fund, or a comparison company, and a visionary company January 1, 1926 and reinvested dividends, a $1 in the general market fund would have grown to $415; not bad. Your $1 investment in the comparison companies would have grown to $955 (twice the general market). But your investment in the visionary companies would have grown to $6,356, six times greater than comparison companies and fifteen times greater than the general market.
The "visionary" companies: 3M, American Express, Boeing, Citicorp, Ford, GE, Hewlett-Packard, IBM, Johnson & Johnson, Marriott, Merck, Motorola, Nordstrom, Philip Morris, Procter & Gamble, Sony, Wal-Mart, Walt Disney.
Enduring companies grow because they concentrate on being a great organization, not because of an original idea for a product or service. A lasting, core ideology is the driving force behind a visionary company; not culture, strategy, tactics, operations or policies. Core values are simple, clear, straightforward beliefs of unchanging, fundamental values such as The Golden Rule, but core values differ widely. They are the basic reason for existence beyond just making money. Visionary companies concentrate on building an organization rather than implementation of a great idea, charis-matic leadership, or wealth accumulation. The authors call it "clock-building" rather than "time-telling."
Growth favors the persistent but persist in what? They never give up on the company, but drop losing ideas, adopt winning ideas and along the way, try many ideas to find winners. But it's the company, not the idea. Most revealing was the extraordinary fact that visionary companies can live with contradictory ideas and forces at the same time.
Lesen Sie weiter... ›
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2.0 von 5 Sternen Zentrale Hinweise sind gut, aber insgesamt wenig Gehalt
Zentrale Hinweise sind gut, aber insgesamt wenig Gehalt das ganze. Titel klingt vielversprechender als es dann tatsächlich ist. VG Ein Leser
Vor 4 Monaten von Endres Herbert veröffentlicht
1.0 von 5 Sternen Proven wrong
James Montier tells us in his value investing book that the comparator companies used in their book actually significantly outperformed the visionary companies since the... Lesen Sie weiter...
Vor 6 Monaten von TheTesterMan veröffentlicht
5.0 von 5 Sternen Effekte einer Vision bewiesen und nachgerechnet
Wer über den langfristigen Erfolg ihres Unternehmens nachdenkt, ist nur noch wenige Klicks von ihrer Bibel entfernt. Lesen Sie weiter...
Veröffentlicht am 28. August 2001 von Hans-Peter Etzold
5.0 von 5 Sternen Effekte einer Vision bewiesen und nachgerechnet
Wer über den langfristigen Erfolg ihres Unternehmens nachdenkt, ist nur noch wenige Klicks von ihrer Bibel entfernt. Lesen Sie weiter...
Veröffentlicht am 24. August 2001 von Hans-Peter Etzold
5.0 von 5 Sternen Read it, before founding a company
I had the luck to read it while founding an company - it completely changed my focus. A Must-Read.
Am 17. August 2000 veröffentlicht
5.0 von 5 Sternen Inspirational Analysis of some of the World's Best Companies
The subtitle of this book sums it up best: "successful habits of visionary companies". The authors of Built to Last researched a handful of exceptional "well-built" and performing... Lesen Sie weiter...
Veröffentlicht am 14. Mai 2000 von "guy-72"
5.0 von 5 Sternen Lived happily ever after�..
I read this book for the second time after my first reading two years ago. This time my focus was to see if the principles guiding "visionary companies" (most of them old... Lesen Sie weiter...
Veröffentlicht am 9. Mai 2000 von B.Sudhakar Shenoy
5.0 von 5 Sternen Great lessons, well illustrated and practical
I read this book about three years ago and have come back to it many times since -- this is not something I can say about many business books. Lesen Sie weiter...
Veröffentlicht am 9. Mai 2000 von Eric Antonow
2.0 von 5 Sternen A logical fault remains unexplained: Why bother ?
I came across this "built to last" book as a compulsory reading of my MBA class and I think there is a fundamental fault in the "built to last" argument which... Lesen Sie weiter...
Veröffentlicht am 28. März 2000 von James Mok
5.0 von 5 Sternen Best business book I've ever read
If you are trying to build a business that stands for something that you can imagine being around a hundred years from now, you have to read this book. Lesen Sie weiter...
Veröffentlicht am 20. März 2000 von Terry Gold
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