Jim Collins has authored or co-authored four books, including Built to Last and Good to Great. Driven by a relentless curiosity, Jim began his research and teaching career on the faculty of Stanford’s Graduate School of Business, where he received the Distinguished Teaching Award. In 1996, he returned to his hometown of Boulder, Colorado, to found his management laboratory, where he conducts research and works with leaders in the corporate and social sectors. More about Jim and his works can be found at his e-teaching site, where he has assembled articles, audio clips, a recommended reading list, discussion guide, tools, and other information. The site is designed to be a place for students to study and learn.
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"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.
做好一个企业或者做好一个组织甚至是国家组织。并不仅仅是只要完成“从报时到造钟”的转换就可以的了。好的制度最多只是会让一个企业不会迅速消亡。 如果只做好基业,就可以长青,那譬如书中所列举的卓越的诺基亚,IBM。他们现在虽仍然是优秀的公司,但却在他们原来的主营领域...
评分畅销书、管理大师,当两者结合在一起的时候,于是管理娱乐业便产生了。 Thomas Peters《追求卓越》创造了一个发行量神话,之后又广被诟病;接着Jim Collins的《基业长青》趁势而出,同样发行量巨大。没错,形象已经修正,但本质如出一辙:依据一套极其具体、主要用数据表示的...
评分畅销书、管理大师,当两者结合在一起的时候,于是管理娱乐业便产生了。 Thomas Peters《追求卓越》创造了一个发行量神话,之后又广被诟病;接着Jim Collins的《基业长青》趁势而出,同样发行量巨大。没错,形象已经修正,但本质如出一辙:依据一套极其具体、主要用数据表示的...
评分《基业长青》是很早就听说过的书,包括一些书评也是早有耳闻,典型的褒贬都相当多的争议书,至少说明这本书很火,否则也不会有这么多争议。 这次有机会在读书会时选择了这本书,争议的焦点在于反方认为教授们没有实操,另外几十年过去了,一看基业长青的企业也没有那么“长青”...
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