- Gebundene Ausgabe: 320 Seiten
- Verlag: HarperBusiness; Auflage: 01 (16. Oktober 2001)
- Sprache: Englisch
- ISBN-10: 0066620996
- ISBN-13: 978-0066620992
- Größe und/oder Gewicht: 15,6 x 2,7 x 23,5 cm
- Durchschnittliche Kundenbewertung: 31 Kundenrezensionen
- Amazon Bestseller-Rang: Nr. 2.879 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)
- Komplettes Inhaltsverzeichnis ansehen
Good to Great: Why Some Companies Make the Leap...And Others Don't (Englisch) Gebundene Ausgabe – 16. Oktober 2001
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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
One of the top ten business books of 2001 (Business Week)Alle Produktbeschreibungen
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Jim Collins and his team have done an enormous amount of interesting work to determine whether a good company can be come a great company, and how. The answer to the former question is "yes," assuming that the 11 of 1435 Fortune 500 companies did not make it there by accident. The answer to the latter is less clear. The study group identified a number of characteristics that their 11 companies had in common, which were much less frequently present in comparison companies. However, the study inexplicably fails to look at these same characteristics to see how often they succeed in the general population of companies. If these characteristics work 100 percent of the time, you really have something. If they work 5 percent of the time, then not too much is proven.
How were the 11 study companies selected? The criteria take pages to explain in an appendix. Let me simplify by saying that their stock price growth had to be in a range from somewhat lower than to not much higher than the market averages for 15 years. Then, in the next 15 years the stocks had to soar versus the market averages and comparison companies while remaining independent. That's hard to do. The selected companies are Abbott Laboratories, Circuit City, Fannie Mae, Gillette, Kimberly-Clark, Kroger, Nucor, Philip Morris, Pitney Bowes, Walgreen, and Wells Fargo.
As to the "how," attention was focused on what happened before and during the transition from average performance to high performance. Interviews, quantitative analyses, and business press reports were studied. Clearly, there's a tendency to see things a little bit with 20-20 hindsight in such a situation. Since this study started in 1996, it was dealing with facts that were already quite old while they were being examined. Bias is likely.
The key conclusions as to "how" included the following:
(1) a series of CEOs (promoted from within) who combined "personal humility and professional will" focused on making a great company;
(2) an initial focus on eliminating weak people, adding top performing ones, and establishing a culture of top talent putting out extraordinary effort;
(3) then shifting attention to staring at and thinking unceasingly about the hardest facts about the company's situation;
(4) using facts to develop a simple concept that is iteratively reconsidered to focus action on improving performance;
(5) establishing and maintaining a corporate culture of discipline built around commitments, with freedom about how to meet those promises;
(6) using technology to accelerate progress when it fits the company's concept of what it wants to become; and
(7) the company builds momentum from consistent efforts behind its concept that are reinforced by success.
Then, a connection is made to how these 7 conditions can provide the foundation for establishing a Built to Last type of company that can outperform the competition over many decades.
One potential criticism of the study is that its conclusions could be dated. Former Stanford professor Collins argues that he has uncovered basic facts about human organizations that will be unchanging.
I compared the conclusions in this book with my own studies of top performing CEOs and companies in the 1988-2001 time period. I noticed two major differences that suggest a shift in "best practice" standards. First, those who outperform now have developed processes that create major improvements in their operating business models every 2-5 years. Second, senior management development is focused around improving a culture for defining and implementing such improvements. I suspect that item (4) above was an embryonic predecessor to these new dimensions, which occur much more frequently now than in this study.
Next, I compared the list of 7 items to what I had observed in companies. The biggest point that hit me is how few CEOs have been interested in creating long-term outperformance that lasts past their own tenure in an industry. You also have to be a CEO for a long time with that focus before you have a chance to make a lasting impact. Founders have a special advantage here. Perpetuating outperformance may help fill a psychological need for immortality that fits with founders especially well.
Finally, I thought about what I knew about the companies studied from personal contacts during the study years. My sense is that their stories are far more complex than is captured here. So, I think the data have probably been "scrunched" to fit together in some cases. In particular, I wonder whether these companies will greatly outperform in the next 15 years. In many cases, they expanded to meet an unfilled need that is now largely fulfilled. Can they develop a new concept for (4) that will carry them forward as successfully in the future? My guess is that most will not. If that turns out to be the case, we must conclude that the items on this list may be necessary . . . but may not be sufficient to go permanently from good to great. Time will tell.
Before closing, let me observe that if the research team had also looked at the rate by which their principles succeeded among companies that employed them, this would have been one of the very finest research studies on best practices that I have seen. A book like this will provoke much discussion and thought for years to come. Perhaps that information can be included in a future edition or printing. Then, we will have something magnificent to consider!
Do you want to be the best permanently? Why? Or, why not? Mr. Collins points out that it probably takes no more effort, but a lot more discipline and focus.
Anders als bei anderen amerikanischen Management Büchern beschränkt sich Jim Collins nicht darauf aus dem Nähkästchen zu plaudern (was im Übrigen sehr unterhaltend sein kann), sondern belegt seine strategischen Schlüsse mit wissenschaftlichen Erhebungen. Aufgrund des methodischeren und wissenschaftlichen Schriftstils lässt sich "Good to Great" etwas schwieriger lesen als vergleichbare amerikanische Management Bücher, ist aber immer noch flüssiger und leichter zu lesen als die Deutschen Pendants ohne jedoch den Bezug auf eine fundierte wissenschaftliche Basis vermissen zu lassen.
Als Elementar für die Grundlagen für den Sprung von „gut" zu „großartig" beschreibt Jim Collins die Beantwortung folgender Fragen:
Was kann ich am besten?
Wofür habe ich wirklich Leidenschaft?
Welche wirtschaftliche Kenngröße treibt mein Geschäft?
Darüber hinaus hält Collins nicht generell die Mitarbeiter für den Erfolgsfaktor für Unternehmen, sondern die RICHTIGEN Mitarbeiter an den RICHTIGEN Positionen. "Get the right people on the bus and in the right seats".
Im Weiteren geht Collins noch auf die Bedeutung der „Igel" - Strategie ein, welches ich dem Leser hier jedoch nicht vorwegnehmen möchte.
Insgesamt merkt der Leser, dass sich Jim Collins und sein Forschungsteam fünf Jahre lang mit dem Unterschied zwischen "gut" und "großartig" intensiv beschäftigt haben und dadurch in der Lage sind handfeste Empfehlungen abzugeben.
Collins and his team identify seven key areas in which the "good-to-great" companies siginificantly differ from their "direct comparison" competitors. Some of their insights are surprising: e.g. "good-to-great" companies usually do not have well-known leaders.
Although the book is primarily academic and based on data, it is a good reading also for the practitioner who is not that interested in all the details of the research work. If you are, however, interested in the details of the methodology - Collins describes it in quite some detail in the appendices.
In summary, this is one of the best books I know that is suitable both for a business and an academic audience.
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