Good to Great

• Hardcover: 300 pages
• Publisher: HarperBusiness; 1 edition (October 16, 2001)
• Language: English
• ISBN-10: 0066620996
• ISBN-13: 978-0066620992
• Product Dimensions: 1.1 x 6.5 x 9.5 inches

Celebrity Appraises
This book will not make mediocre company become the outstanding company. However, it may make excellent company become the preeminent compan
-- Peter Drucker


Book Description
    This book is another masterpiece bestseller "evergreen" author Collins, it depicts the excellent company to realize the grand blueprint to Excellent Companies across the. "Evergreen" reveals the company maintain excellence in secret, the company mentioned but from first to last all rise above the common herd. For those mediocre performance, how to realize the leap from good to great? Is it right? Excellent enterprises have special "excellence" temperament "? The bottleneck of the development is it right? Is it really so hard to break.
   To solve this problem, Collins and his team took 5 years, reading and systematically sorted out 6000 articles, recorded more than 2000 pages of exclusive content, to create computer data of 384000000 bytes, collection of 28 companies over the past 50 years, all the even earlier, Good to Great. qualitative and quantitative analysis of large range that how to make the company, up from good to great and amazing.
   Collins found, from good to excellent, with the industry in the tide of it doesn't matter whether, in fact, even a engaged in traditional industries, even if it is initially unknown to the public, it may also excellence. Collins put forward a series of ideas, "as long as the one adopted and conscientiously, almost all companies can greatly improve its operating conditions, and may even become Excellent Companies".
   In 5 years, Collins and his strong research team conducted a large-scale study, "fortune" magazine since 1965 annual ranking of the top 500 in each company (more than 1400) were studied. The results shocked -- only 11 companies achieved from the outstanding performance to excellence performance across, including Gillette, Kimberly Clark, Wells Fargo, Philip Morris company, in 15 years, the average cumulative stock return, is 6.9 times the stock market (and the large company such as GE can be known to all the world only 2.8 times), that is to say, if you in 1965 a mutual fund to the company's investment of $1, by 2000, this stock earnings will grow 471 times, and general market stock funds grew by only 56 times. These implementations across the company in what aspects than those of stars, such as Intel, Coca Cola, enterprise performance is more excellent?
   Collins will be the 11 companies and the implementation to span across the company, but were not lasting, and failed to achieve, analysis of inherent mechanism of the cross. Because from good to excellent answer "no time, geographical restrictions, generally applicable to any institution. "
   ● from outside the company, be as sacred celebrities do leadership, tend to the negative effect to the company from good to great leap process.
   ● managers salary structure with promoting corporate performance.
   ● leaps and bounds of the companies in the development of a long-term strategic spend time not more than other companies.
   ● To promote the technology and technological change, in fact do not stimulate the good-to-great across.
   ● mergers and acquisitions in promoting the company across the process did not play any role.
   ● implementation spans the company does not deliberately creating change, incentive employee or create a company unanimously atmosphere. Good to Great.
   ● Across the revolutionary, not necessarily the revolutionary process.
   ● implementation spans the company is engaged in is not the industry boom, some even exit bad industry.
   ● excellence is not the environment, to a great extent, it is a deliberate decision results.


Catalog
Introduction "every day there is a new problem"
The first part is about the basic
The first chapter mission and values -- is often talked about is very realistic topic
The second chapter honest -- lack of candor is the dirty little secret of business life
The third chapter -- to the fair and effective evaluation
The fourth chapter voice and dignity -- concern for everyone in the company
The second part of your company how to win
The fifth chapter leadership -- not just your own.
The sixth chapter recruitment -- how to make the winner
The seventh chapter staff management -- you've got the best player, what's next?
The eighth chapter "break up" -- to fire someone is not an easy thing
The ninth chapter change -- even to shake the mountain
The tenth chapter crisis management -- do not await one's doom
The third part you want to win in the competition
The eleventh chapter strategy -- mystery in "seasoning".
The twelfth chapter budget -- don't let the budget formulation procedures lack efficiency
The thirteenth chapter organic growth -- open innovation is the most effective way of things growing enterprises
The fourteenth chapter enterprise mergers and Acquisitions -- alert trading fanaticism, deadly traps
The fifteenth Chapter Six Sigma -- it has no you imagine so complicated, terrible
The fourth part of your business how to win
The sixteenth chapter appropriate work -- to find a good job will make you no longer need to find a job
The seventeenth chapter promotion -- I'm sorry, there is no shortcut
The eighteenth chapter bad boss -- encountered such a superior, how should you do?
The nineteenth chapter on work and life balance -- for I said to do so, but do not learn of me
The fifth part related to win other problems
The twentieth chapter is everywhere -- all kinds of other problems


About the Author
    Jim Collins, the famous business bestseller writer. Collins was engaged in teaching and research work in the Business School of Stanford University, and received the distinguished teaching award. In 1996, he returned to his hometown in Boulder Colorado City, started his own laboratory management, and all kinds of enterprises and institutions with the leaders of research on commercial life. A former senior manager and CEO in Merck Co, Starbucks, times mirror group, McKinsey Co and the world famous company. His last book "evergreen" is a classic business book recognized, reprint nearly 100 times, has been translated into 16 languages in the world issue. His book is "wealth", "economic person", "business week", "USA Today", "Harvard Business Review", "Industry Week", "Inc." magazine reported widely, cause tremendous echo.


Blogger Review
　　"Life is difficult" - "the road less traveled"
    Later?
    There is no reason to believe that the stock market position will get well soon.
    There's no reason for people to think that can take the Tsinghua people admitted to have no reason to think around can buy a house before the age of 25, had heard of such a man?
   Later?
   See each section number directly give people the workplace encounter the ceiling will no longer motivated people because of divorce and direct  peripheral Dutch act had heard of such a man?
  Later?
  Those who can not face the reality and easily struck down by the reality person will be forgotten, who was the last person? And the book friends is a happy thing, but there are various classification.
  Can't remember a single word or after I finish reading a book, but the entire content has influence character by environment change people read; and some even though the wonderful, but closed the book, often only remember one sentence.
  After reading "from good to excellent" has been for several months, the look is about company's book, in fact more is about people.
  After seeing those brilliant expositions, chart, I only remember this sentence: "face the cruel reality, but never lose faith" very simple words, from the time of "Storck Dell paradox" of the Vietnam War, the United States admiral Stoker Day by the Vietcong prisoner, he is the most senior officer captured, and held the longest, from 1965 to 1973. Seen the movie "first blood" people know, the Vietnamese is the hated us, so they will use all means of torture. In this 8 years, too many to count the inmates dead, missing, mental breakdown, but Stockdale ultimately to survive, although it was crippled for life. Later someone came to interview him, asked him exactly how to insist on down, "is very simple." Stockdale said: "I do not lose confidence from the end of the story. I never doubted I could come out, and will eventually succeed." "So those who failed to come out of the man, what are these people?" Someone asked. "This simple, those who are optimists." Storck Dell replied, surprised to see other people, so he explains: "this and I just said is not a contradiction. Good to Great. Optimists say, Christmas day we can go back, the results for Christmas, and they said, we will go back before Easter, the Easter is too, before they said we could go back to Thanksgiving, Thanksgiving and results, then christmas. Until finally, they died of depression."
  Finally Stockdale said: "this is a very important lesson. You can't take the beliefs and principles of belief is confused, you will success -- you can never lose -- and the principle is, you must be prepared to face the cruel reality of preparation, no matter what they are." Storck Dell's last known as "Storck Dell paradox".
  Set foot in a small wooden bridge between the blind optimism and improperly belittle oneself, is left to the last man. Have the courage to face the cruel reality, and the determination to overcome these difficulties, is the real "optimistic".
  In my meditation: when facing the cruel reality, but never lose faith.