Good to Great : : why Some Companies Make the Leap, and Others Don't
Book - 2001 Adult Book / Nonfiction / Business & Economics / Management / Collins, James C. None on shelf 2 requests on 1 copy
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Adult Book / Nonfiction / Business & Economics / Management / Collins, James C. | 4-week checkout | Due 05-05-2024 |
COMMUNITY REVIEWS
Mostly Backward-looking, Defective Methodology
submitted by sVfGI7Glt2pz7GZgVB90 on July 12, 2020, 5:05am
A research-led book that overuses analogies.
I am very skeptical of narratives that fundamentally vindicate some formulaic hypothesis by choosing “successful” companies and trying to explain that their successes came from some purposeful, well-crafted masterplan.
One key concept is that one common trend among all great businesses called the “hedgehog concept”, which means focusing a business on a single, measurable goal that aligns three questions: what can we be the best at? What best drives our economic engine? And what are our core people deeply passionate about?
While the book is valuable, many of the author's "insights" on running a great business are remarkably straightforward and commonsensical. Some of the companies chosen as "great" have since rotten away into serious trouble (think Circuit City, think Fannie Mae)
PUBLISHED
New York : HarperBusiness, 2001.
Year Published: 2001
Description: 300 p.
Language: English
Format: Book
ISBN/STANDARD NUMBER
0066620996 :
SUBJECTS
Leadership.
Strategic planning.
Organizational change.
Technological innovations -- Management.