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Good is the enemy of great. This is why we have so few great companies.Cary Decker

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Good to Great: Why Some Companies Make the Leap...And Others Don't (Good to Great, 1) Hardcover – October 16, 2001

by Jim Collins (Author)

9,266 ratings

Book 1 of 6: Good to Great

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The Challenge:
Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning.

But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?

The Study:
For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?

The Standards:
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.

The Comparisons:
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. 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?

Editorial Reviews

Amazon.com Review

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

From Publishers Weekly

In what Collins terms a prequel to the bestseller Built to Last he wrote with Jerry Porras, this worthwhile effort explores the way good organizations can be turned into ones that produce great, sustained results. To find the keys to greatness, Collins's 21-person research team (at his management research firm) read and coded 6,000 articles, generated more than 2,000 pages of interview transcripts and created 384 megabytes of computer data in a five-year project. That Collins is able to distill the findings into a cogent, well-argued and instructive guide is a testament to his writing skills. After establishing a definition of a good-to-great transition that involves a 10-year fallow period followed by 15 years of increased profits, Collins's crew combed through every company that has made the Fortune 500 (approximately 1,400) and found 11 that met their criteria, including Walgreens, Kimberly Clark and Circuit City. At the heart of the findings about these companies' stellar successes is what Collins calls the Hedgehog Concept, a product or service that leads a company to outshine all worldwide competitors, that drives a company's economic engine and that a company is passionate about. While the companies that achieved greatness were all in different industries, each engaged in versions of Collins's strategies. While some of the overall findings are counterintuitive (e.g., the most effective leaders are humble and strong-willed rather than outgoing), many of Collins's perspectives on running a business are amazingly simple and commonsense. This is not to suggest, however, that executives at all levels wouldn't benefit from reading this book; after all, only 11 companies managed to figure out how to change their B grade to an A on their own.

From Booklist

Collins is coauthor of Built to Last: Successful Habits of Visionary Companies (1994), the widely heralded book that was the result of a six-year research project conducted by Collins and Jerry Porras. They identified 18 companies that met their rigorous standard for long-term performance. They looked for companies that had outperformed the stock market by a factor of 15 starting from 1926. Then they went about the task of identifying what these companies had in common. Now Collins turns his attention to companies that have made the transition from "good to great." This time the findings are backed by five years of research and data analysis. Starting with every company that ever appeared in the Fortune 500, Collins identifies 11 companies that had 15-year cumulative stock returns at or below the general stock market when, after a transition point, they then demonstrated cumulative returns of at least three times the market over the next 15 years. Collins then looked for similarities among the companies. What he found would both surprise and fascinate anyone involved in management. David Rouse
Copyright © American Library Association. All rights reserved

Review

One of the top ten business books of 2001 — Business Week

From the Back Cover

The Challenge
Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the very beginning.

But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?

The Study
For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?

The Standards
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.

The Comparisons
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. 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?

About the Author

Jim Collins is a student and teacher of what makes great companies tick, and a Socratic advisor to leaders in the business and social sectors. Having invested more than a quarter-century in rigorous research, he has authored or coauthored six books that have sold in total more than 10 million copies worldwide. They include Good to Great, Built to Last, How the Mighty Fall, and Great by Choice.

Driven by a relentless curiosity, Jim began his research and teaching career on the faculty at the Stanford Graduate School of Business, where he received the Distinguished Teaching Award in 1992. In 1995, he founded a management laboratory in Boulder, Colorado.

In addition to his work in the business sector, Jim has a passion for learning and teaching in the social sectors, including education, healthcare, government, faith-based organizations, social ventures, and cause-driven nonprofits.

In 2012 and 2013, he had the honor to serve a two-year appointment as the Class of 1951 Chair for the Study of Leadership at the United States Military Academy at West Point. In 2017, Forbes selected Jim as one of the 100 Greatest Living Business Minds.

Jim has been an avid rock climber for more than forty years and has completed single-day ascents of El Capitan and Half Dome in Yosemite Valley.

Learn more about Jim and his concepts at his website, where you’ll find articles, videos, and useful tools. jimcollins.com

Product details

ASIN ‏ : ‎ 0066620996
Publisher ‏ : ‎ Harper Business
Publication date ‏ : ‎ October 16, 2001
Edition ‏ : ‎ First Edition
Language ‏ : ‎ English
Print length ‏ : ‎ 300 pages
ISBN-10 ‏ : ‎ 9780066620992
ISBN-13 ‏ : ‎ 978-0066620992
Item Weight ‏ : ‎ 1.1 pounds
Dimensions ‏ : ‎ 6.12 x 1.05 x 9.25 inches
Book 1 of 6 ‏ : ‎ Good to Great

Best Sellers Rank: #768 in Books (See Top 100 in Books)
- #3 in Systems & Planning
- #3 in Business Management (Books)
- #35 in Leadership & Motivation

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Jim Collins

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Jim Collins is a student and teacher of what makes great companies tick, and a Socratic advisor to leaders in the business and social sectors. Having invested more than a quarter century in rigorous research, he has authored or coauthored a series of books that have sold in total more than 10 million copies worldwide. They include Good to Great, the #1 bestseller, which examines why some companies make the leap and others don’t; the enduring classic Built to Last, which discovers why some companies remain visionary for generations; How the Mighty Fall, which delves into how once-great companies can self-destruct; and Great by Choice, which uncovers the leadership behaviors for thriving in chaos and uncertainty. Jim has also published two monographs that extend the ideas in his primary books: Good to Great and the Social Sectors and Turning the Flywheel.

His most recent publication is BE 2.0 (Beyond Entrepreneurship 2.0), an ambitious upgrade of his very first book; it returns Jim to his original focus on small, entrepreneurial companies and honors his coauthor and mentor Bill Lazier.

Driven by a relentless curiosity, Jim began his research and teaching career on the faculty at the Stanford Graduate School of Business, where he received the Distinguished Teaching Award in 1992. In 1995, he founded a management laboratory in Boulder, Colorado, where he conducts research and engages with CEOs and senior-leadership teams.

In addition to his work in the business sector, Jim has a passion for learning and teaching in the social sectors, including education, healthcare, government, faith-based organizations, social ventures, and cause-driven nonprofits. In 2012 and 2013, he had the honor to serve a two-year appointment as the Class of 1951 Chair for the Study of Leadership at the United States Military Academy at West Point.

Jim holds a bachelor's degree in mathematical sciences and an MBA from Stanford University, and honorary doctoral degrees from the University of Colorado and the Peter F. Drucker Graduate School of Management at Claremont Graduate University. In 2017, Forbes selected Jim as one of the 100 Greatest Living Business Minds.

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Customers find the book very readable and well-written, with highly valuable concepts that provide a thorough look into success factors for business. Moreover, the content is relevant to becoming a great company and can be applied to various organizations. However, the book receives mixed feedback regarding its story quality, with some appreciating the real-life examples while others find it contrived. Additionally, the flow receives mixed reviews, with some praising its great flow while others struggle with it. The book is considered worth its price, though customers note it is somewhat dated.

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Readability Insight Value for companies Value for money Application Story quality Flow Dated content

871 customers mention "Readability"848 positive23 negative

Customers find the book well-written and easy to read, describing it as a fascinating and amazing read.

"...Generally the book is a very easy read which makes it that much more interesting to want to apply to your company or even for yourself...." Read more

"...This book offers a lot of thought-provoking information. It is a widely-read book because of the methodology Collins used in his data collection...." Read more

"...“great” companies and some of their similar characteristics, this is a fun, quick read that is great in terms of party trivia and information… but it..." Read more

"...This book is very well laid out, divided into easy to follow chapters that flow one right into the other; I found myself reading over 20 pages at a..." Read more

688 customers mention "Insight"661 positive27 negative

Customers find the book highly insightful, appreciating its detailed study and amazing amount of information, with one customer noting its systematic and technical approach to uncovering good to great companies.

"...It takes the feeling of the impossible away, like Collin stated, "We believe that almost any organization can substantially improve its stature and..." Read more

"...This book offers a lot of thought-provoking information. It is a widely-read book because of the methodology Collins used in his data collection...." Read more

"...characteristics, this is a fun, quick read that is great in terms of party trivia and information… but it’s tougher to judge if you’re looking for..." Read more

"...the word “Great” used in this book has minimal bias and maximum meaning to the word itself; it’s not just someone’s opinion of just saying, ‘Oh yeah...." Read more

97 customers mention "Value for companies"90 positive7 negative

Customers find the book valuable for companies, appreciating its incredible research and thorough analysis of success factors.

"...are great books if you’re looking to read something interesting about the business world, but I’m not sure I’d really call them instructive per se." Read more

"...We are presented with comparisons of great companies and their comparable counterparts, from which we can pick apart their differences of what..." Read more

"...factors and behaviors that have a very high correlation to outstanding business success measured by sustained, long term stock returns much higher..." Read more

"...of technology, an optimistic yet realistic attitude and a talented group of people who are picked before anything is done...." Read more

69 customers mention "Value for money"51 positive18 negative

Customers find the book worth its price and consider it a great buy, with one customer noting it provides valuable insights into their economic engine.

"...Tied into this is insight into your economic engine "what is your denominator" more appropriately what do you measure and what do you measure it..." Read more

"...picked it up Good to Great and, as expected, it is as valuable today as it was then...." Read more

"...this book is, complacency is the root of mediocrity, and mediocrity slowly kills greatness before it even has a chance to grow...." Read more

"...content in the 2005 unabridged audio recording to be well worth the small additional expense...." Read more

36 customers mention "Application"36 positive0 negative

Customers find the book's concepts very applicable to other organizations and businesses, with one customer noting that the advice works for both companies and individuals.

"...That said, there’s a lot of core stuff in here that is applicable to a variety of endeavors, so I do recommend the read." Read more

"...This indicates that the strategy laid out in this book is applicable and practical." Read more

"...The principles can apply to any organization." Read more

"The concepts developed in this book are as good for individuals as for corporations. I found the hedgehog concept particularly interesting...." Read more

43 customers mention "Story quality"27 positive16 negative

Customers have mixed opinions about the stories in the book, with some appreciating the real-life examples while others find them contrived.

"...Collins artfully combines rigorous research with engaging storytelling, pulling out lessons that are both actionable and profound...." Read more

"...the research process scientific, at times I felt like the book veered too far from facts and into the concepts invented by the authors to support..." Read more

"...depth of analysis is outstanding; the lack of bias and the aversion to mold the facts to fit the theory or let the high filtering standards lapse..." Read more

"...When he's done, his conclusions not only have the ring of truth, but of common sense. You think to yourself, "Of course, that makes such sense...." Read more

20 customers mention "Flow"8 positive12 negative

Customers have mixed opinions about the flow of the book, with some finding it great while others struggle to get through it.

"...where the concepts would be repeated, which made the reading seem a little redundant at times...." Read more

"...His flow of chapters is quite fluid and his research is extremely well prepared for the analyses that he supports...." Read more

"...The flywheel brings it all together. The tapes total six hours and are hard to turn off, but they beat a six hour seminar anyday." Read more

"...It keeped my attention and the chapters flowed...." Read more

30 customers mention "Dated content"6 positive24 negative

Customers find the content of the book outdated.

"...unfair, however, to discredit the book due to the fact that the book is a little old...." Read more

"...However, the book suffers from its original publication date - which was well before the economic crisis that began in the late 2000's...." Read more

"There are some helpful ideas in the book, but some of the examples are a bit dated...." Read more

"...of a how to go from good to great, and more of an interesting, almost historical read, about how these particular companies made the jump..." Read more

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BJHarris
GOOD to GREAT...Highly Recommend
Reviewed in the United States on June 7, 2013
Verified Purchase

Jim Collins states in his book, "Good is the enemy of great. And that is one of the key reasons why we have so little that become great...We believe that almost any organization can substantially improve its stature and performance, perhaps even become great, if it conscientiously applies the frame work of ideas we've uncovered." After reading that statement I became very curious and wanting to continue reading to see what are the components that make a good company to be a great company, in hopes of maybe being apply it myself one day I really enjoyed the way in which Collins organized the book. From his five year research study of 28 different companies Good to Great discusses key critical concepts revealed through his studies as to why some companies became successful great companies, while the others continued to be good. Collins found from his research within a great company you will have discipline people, with discipline thought, drives discipline actions. Within each discipline it is broken down into a subset of two components:
I. Discipline People
a. Level 5 Leadership
b. First Who... Then What
II. Discipline Thought
a. Confront the Brutal facts
b. Hedgehog Concepts
III. Discipline Action
a. Culture of Discipline
b. Technology Accelerators
I believe by organizing the book in this matter enabled me to really understand the severity of the critical components and how their relationships if applied will in allow a good company to become a great company. Starting with Discipline People, Collins conducted and analyzed his research by introducing the types of leaders you would find in a great company versus those in a just a good company and the characteristics that these great leaders possessed, such as humility and will. They lead with the interest of the company and not for their own selfish reasoning. Next was the First Who ...Then what which discuss getting the right people on board and the wrong people out. Collins states, "People are not your most important assets. The right people are." Collins stresses the importance of first getting the right people in the right places in your company and weeding out the wrong and then figure out where your company wants to go.
Next is the Discipline Thought, within the subset of discipline thought a company must possess the ability to confront the brutal facts and not live in denial. Being able to do this will allow the company to stay updated and proactive when faced with making decisions. Collins presented a methodology for the companies to be able to face the truth. He says an organization must lead with questions not answers, engage in dialogue and debate, and use the "red flag mechanism" where anything that is red flagged is information that cannot be ignored and must be handled immediately. Collins also mentioned under the category of discipline thought is the Hedgehog Concept. The Hedgehog Concept is about a Fox and Hedgehog, where the Fox (good companies) knows a lot about variety of things whereas the Hedgehog (great companies) knew a lot about one thing. Being hedgehog is more beneficial for both the company and the individual because it the clarity drives focus and direction whereas the fox has neither one direction nor focus which can backfire later down the road.
Lastly, having discipline people with discipline thoughts will drive to discipline action which uses the culture of discipline and technology as another tool to help transform the company from good to great. Collins also refers to the Flywheel Concept. He says that a good to great company never happens all at once it take a lot of effort and time to get it going, like the flywheel. The flywheel requires a lot of pushing to get it to turn and after x amount of time it will begin to gain momentum.
Throughout the book Collins gives great examples for each discipline and its component and how it either went from good to great or continued to be good. Along with the examples Collins provides pleather of diagrams and charts in the appendix, which becomes a great reference for the reader and creates a better understanding of what is needed to go from a good company to a great company. Generally the book is a very easy read which makes it that much more interesting to want to apply to your company or even for yourself. It takes the feeling of the impossible away, like Collin stated, "We believe that almost any organization can substantially improve its stature and performance, perhaps even become great, if it conscientiously applies the frame work of ideas we've uncovered." Overall if you are looking to transform your company, Good to Great is a read that I highly recommend.

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Lonnie E. Holder
Observations of Good Companies that Transitioned to Great
Reviewed in the United States on September 23, 2004
Verified Purchase
In reading the reviews of this book you will likely think that either this book is a piece of trash, or a road map to being the greatest company on earth. However, this book is neither. What Jim Collins and his staff of researchers did was to analyze 1,435 companies that had appeared in the Fortune 500 to find 11 companies with a specific set of characteristics. A couple of the most key characteristics were that these companies had to have been good performers for a number of years and then gone through a transition phase where they achieved well above industry average in performance sustained for at least 15 years.

Once these 11 companies were chosen along with comparison companies, Jim Collins and his research team looked for common characteristics between these companies. What they believe they found they defined as: having level 5 leadership; having the right people in the company; confronting the brutal facts of their situation; defining what a company is good at; discipline; and the flywheel effect. Collins also discusses the role of technology with an interesting conclusion. While you could likely have guessed some of what they found, Collin's assertion is that a company that has transitioned from good to great and sustained that performance would have each of these characteristics.

What makes this book a great read? The support Collins provides for his conclusions. Collins rigorously assembled facts and then attempted to infer the common factors between the selected companies. While you may argue whether the selected companies will be great in the future, or whether other great companies exist that also made a good to great transition, the fact remains that he and his team did not waver in their criteria and they were able to observe the common characteristics that are described in this book.

The greatest difficulty with the book is that it does not provide a roadmap for any particular company to make the transition. The reader is left to determine how his company might be able to achieve the characteristics of a good-to-great company, or perhaps, how to eliminate the characteristics of a company that would prevent the company from being great, or perhaps even good. One general point of agreement is that each of the defined characteristics is worthy of achieving.

There are a few weaknesses in book. One question that we asked (the leadership team of my company) was whether level 5 leadership could exist with second tier management and not with the top leader. Collins seemed to think that the top leader in the company needed to be a level 5 leader, but we thought that a level 4 leader with a strong level 5 leadership at the second tier could well accomplish the same goal. We also looked at the recent stock market performance of the 11 companies chosen and discovered that more recently some of these companies had performed very poorly. We believe that an effective follow up to this book would be an analysis of companies that went from good to great to good or less than good to see whether a failure in one of the identified factors was the cause of the drop.

This book offers a lot of thought-provoking information. It is a widely-read book because of the methodology Collins used in his data collection. It helps that this book is well-written and a quick read. Neither makes this book a perfect business book, but certainly the conclusions should make us all consider how we can make our companies better. An excellent companion book to "Built to Last."

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Top reviews from other countries

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ESA14
Lectura obligatoria
Reviewed in Spain on April 4, 2016
Verified Purchase

De los mejores libros que he leído sobre gestión empresarial. No vas a encontrar muchos tecnicismos ni estrategias financieras o corporativas específicas, sino todo un conjunto de directrices y paradigmas que debe adoptar una empresa que pretende diferenciarse de las demás. Se centra en principios tan importantes como el liderazgo, la proactividad, sesgos irracionales que provocan excesos de confianza y de alejan de la realidad, etc.

Un muy buen libro, en definitiva.

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ベイリー・ナイジェル
Awesome research behind this book
Reviewed in Japan on December 11, 2023
Verified Purchase
This is a fascinating book, based on several years of research, as opposed to just one person's experience/opinion. If becoming great is interesting to you, this is probably a good read.

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RODOLFO GUTIERREZ VERA
Gran libro
Reviewed in Mexico on February 28, 2025
Verified Purchase
Gran libro, lo recomiendo mucho, te abre la mente. Mas si tienes un negocio y lo quieres llevar al siguiente nivel

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The Salary Coach
9/10: Useful lessons to improve your business
Reviewed in the United Kingdom on July 17, 2017
Verified Purchase
Good to great summarises the findings from extensive research into what makes certain high performing companies outperform their peers. The findings are both interesting and capable of being replicated by any company that wishes to improve performance.

This book is very concise and full of interesting case studies. It was one of the few occasions when I wished the book could have been a bit longer.

Well researched, well written, well done!

Here are some of the learnings I will be taking away from this book:
• All Good to great (“GTG”) companies had a Level 5 leader
• Level 5 leaders consistently exhibit humility, modesty and an ability to reign in their ego.
• Many companies are drawn towards outgoing egocentric leaders and this is often the wrong choice.
• Level 5 leaders are more interested in something larger and more lasting than their own career
• GTG leaders concentrate on hiring the right people before deciding on strategy
• Don’t compromise when hiring. If you’re not confident then keep looking
• When someone needs to leave the company act quickly
• Give your best people the best opportunities and not your biggest problems
• GTG management teams have rigorous debates and aren’t afraid to share their views. But when a decision is made they act as one
• GTG companies ensure information flows give management the right facts to manage the business effectively
• GTG companies foster a culture where employee’s views are heard and acted upon
• GTG companies review failures without negative consequences for the people involved
• Figuring out how to motivate people is a waste of time. If you hire the right people they will motivate themselves.
• Good to great companies did one thing exceptionally well and stuck to it (the hedgehog process)
• GTG companies developed their strategy from a deep understanding of what they could be world class at. This was not a goal or intention but an understanding of reality
• GTG companies typically focussed on one KPI e.g. profit per customer
• GTG companies were incredibly disciplined and did not waste time and money on unrelated activities and acquisitions
• GTG companies used technology as an accelerator of, not creator of, momentum
• Careful consideration should be given to whether a given technology fits with your hedgehog concept
• GTG companies often looked like an overnight success from the outside but in reality they were long in the making and a result of persistent action over a long period of time.
• Preserve core values and purpose while strategies and practices endlessly adapt with the changing world

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Joshua M.
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Reviewed in Italy on February 16, 2023
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Bellissimo libro

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Good to Great: Why Some Companies Make the Leap...And Others Don't (Good to Great, 1) Hardcover – October 16, 2001

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5.0 out of 5 stars GOOD to GREAT...Highly Recommend

5.0 out of 5 stars Observations of Good Companies that Transitioned to Great

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5.0 out of 5 stars Lectura obligatoria

5.0 out of 5 stars Awesome research behind this book

5.0 out of 5 stars Gran libro

5.0 out of 5 stars 9/10: Useful lessons to improve your business

5.0 out of 5 stars Perfetto

GOOD to GREAT...Highly Recommend

Observations of Good Companies that Transitioned to Great

Lectura obligatoria

Awesome research behind this book

Gran libro

9/10: Useful lessons to improve your business

Perfetto