在飞跃之后，从优秀到卓越的公司产生的累计股票回报率在15年里比一般股市平均高出7倍，比全球股市综合指数的两倍还要好。
作者吉姆·柯林斯:
出版者:HarperBusiness
国际标准图书编号:0066620996
类别:商业与经济学
页面:320
观点:263
上世纪90年代的权威管理学研究《持久的挑战》(The Challenge Built to Last)展示了伟大的公司如何随着时间的推移而取得胜利，以及如何从一开始就将长期持续的业绩植入到企业的DNA中。但是，那些没有与生俱来的优秀基因的公司呢?优秀的公司，平庸的公司，甚至是糟糕的公司如何才能获得持久的伟大?多年来，这个问题一直困扰着吉姆·柯林斯。是否有公司违背地心引力，将长期的平庸或更糟糕的状态转变为长期的优势?如果是这样，是什么普遍的区别特征导致一个公司从优秀到伟大?通过严格的基准，柯林斯和他的研究团队确定了一系列精英公司，这些公司实现了飞跃，取得了卓越的业绩，并将这些业绩持续了至少15年。有多大?在飞跃之后，从优秀到卓越的公司产生的累计股票回报率在15年里比一般股市平均高出7倍，比包括可口可乐、英特尔、通用电气和默克在内的全球最伟大公司的综合指数所产生的回报率高出两倍多。研究团队将优秀到卓越的公司与一组精心挑选的、没有从优秀到卓越的比较公司进行了对比。 What was different? Why did one set of companies become truly great performers while the other set remained only good? Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't. The Findings The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. “Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.” Perhaps, but who can afford to ignore these findings?