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Built to Last: Successful Habits of Visionary Companies (Harper Business Essentials)
 
 

Built to Last: Successful Habits of Visionary Companies (Harper Business Essentials) [Kindle Edition]

Jim Collins , Jerry I. Porras
4.6 von 5 Sternen  Alle Rezensionen anzeigen (68 Kundenrezensionen)

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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

Kurzbeschreibung

"This is not a book about charismatic visionary leaders. It is not about visionary product concepts or visionary products or visionary market insights. Nor is it about just having a corporate vision. This is a book about something far more important, enduring, and substantial. This is a book about visionary companies." 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 -- they have an average age of nearly one hundred years and have outperformed the general stock market by a factor of fifteen since 1926 -- 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 corporations. Throughout, the authors asked: "What makes the truly exceptional companies different from other companies?"

What separates General Electric, 3M, Merck, Wal-Mart, Hewlett-Packard, Walt Disney, and Philip Morris from their rivals? How, for example, did Procter & Gamble, which began life substantially behind rival Colgate, eventually prevail as the premier institution in its industry? How was Motorola able to move from a humble battery repair business into integrated circuits and cellular communications, while Zenith never became dominant in anything other than TVs? How did Boeing unseat McDonnell Douglas as the world's best commercial aircraft company -- what did Boeing have that McDonnell Douglas lacked?

By answering such questions, Collins and Porras go beyond the incessant barrage of management buzzwords and fads of the day to discover timeless qualities that have consistently distinguished out-standing 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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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 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 von 2 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Unprecedented, Compelling, Well-Researched 28. Juli 1997
Von Ein Kunde
Format:Taschenbuch
"Built to Last" is one of those rare non-fiction books you just can't put down. Unequivocally the best "business" book I have ever read, "Built to Last" by James C. Collins and Jerry I. Porras is a compelling, thorough, well-written, unprecedented look at what it takes to "create and achieve long-lasting greatness as a visionary corporation." Unlike many current "trendy" management and "business success" books out on the market, Collins and Porras differentiate "Built to Last" by using their own six-year comprehensive, well-documented research study as the basis for further analysis.

What separates "Built to Last" is that each visionary company (3M, HP, Procter & Gamble, Wal-Mart...) is contrasted with a comparison company founded in the same time, in the same industry, with similar founding products and markets (Norton, TI, Colgate, Ames...). Perhaps what I found most intriguing were some of the twelve "shattered myths" they go on to counter throughout the book:

1. It takes a great idea to start a great company

2. Visionary companies require great and charismatic visionary leaders

3. Visionary companies share a common subset of "correct" core values

4. Highly successful companies make their best moves by brilliant and complex strategic planning

5. The most successful companies focus primarily on beating the competition

As a current business student with a summer internship in a "visionary company," I was amazed as their careful analysis rang true. This is one book I can highly recommend to any student, professional, or business educator looking for those not-so-subtle traits that characterize a truly visionary company.
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5.0 von 5 Sternen Pflichtlektüre für Manager in Konzernen wie auch in KMU
Eine Pflichtlektüre: Collins untersucht mit wissenschaftlichen Methoden, was Unternehmen, die extrem erfolgreich über mehrere Dekaden sind, so sehr, dass sie sich den... Lesen Sie weiter...
Vor 2 Monaten von Rach Team&Kommunikation veröffentlicht
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 9 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 11 Monaten von TheTesterMan veröffentlicht
5.0 von 5 Sternen Read this along with 'Enduring Success'
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... Lesen Sie weiter...
Veröffentlicht am 24. März 2011 von Eleanor Johnson
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
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How can we improve ourselves to do better tomorrow than we did today? &quote;
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It means spending less of your time thinking about specific product lines and market strategies, and spending more of your time thinking about organization design. &quote;
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We had to shift from seeing the company as a vehicle for the products to seeing the products as a vehicle for the company. &quote;
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