Good to Great: Why Some Companies Make the Leap... and Others Don't 从优秀到卓越 下载 pdf 2025 网盘 epub 在线 mobi 免费

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?

Acknowledgments

Preface

1：Good Is the Enemy ofGreat

2：Level5 Leadership

3：First Who．．．ThenWhat

4：Confront the Bmtal Facts (Yet Never Lose Faith)

5：The Hedgehog Concept(Simplicity within the Three Circles)

6：A Culture of Discipline

7：Technology Accelerators

8：The Flywheel and the Doom Loop

9：From Good to Great to Built to Last

EPltOGuE：Frequently Asked Questions

Research Appendices

Notes

Index

Jim Collins is coauthor of Built to Last,a national bestseller for over five years with a million copies in print.A student of enduring great companies,he serves as a teacher to leaders throughout the corporate and social sectors.Formerly a faculty member at the Stanford University Graduate School of Business,where he received the Distinguished Teaching Award,Jim now works from his management research laboratory in Boulder,Colorado.

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● 只要你不计功利，就能做成任何一件事。——杜鲁门

● 第5级经理人的特点

1.令人折服的谦虚。不爱抛头露面，保持低调。

2.把公司的，而非他们自己的利益放在第一位。

3.主要依靠崇高的标准，而不是靠鼓舞人心的个人魅力调动员工的积极性。

4.把功劳归于自身以外的因素（如果找不到特定的人或事件，则归于运气）；但事情不顺利，他们承担责任，而不是埋怨运气不好。

5.培养接班人（他们建立的，是一个缺少他们仍能正常运作的公司，而不是要通过使自己成为不可或缺的人物来满足自我）。

● 合适的雇员不会计较报酬的多少，只要认定是对的，他们就会全力以赴。

● 要做到严格但不冷酷无情，就意味着优秀的人才完全不必担心自己的地位，可以全身心投入到工作中去。

● 若无法确定，则宁缺勿滥，保持观望态度。

● 一旦发觉换人之举势在必行，就当机立断。

● 真正上进的人，会因为自己出色的工作而振奋不已，从而越发图强。

● 把人才用于有最佳发展机会的事业上，而不是用于解决各种麻烦。解决现成的问题，只会使公司变好，而只有抓住机遇图发展，才能使公司卓越。

● 你需要这样的主管：一方面，在寻求最佳解决方案上，他们会争论不休，坚持己见，真只有暴力倾向；另一方面，一旦有决定了，他们就会服从决定，绝不计较个人得失。

● 衡量某人是否“合适人选”，主要看内在性格特征和天赋能力，而不是专门知识、背景或实际技能。

● 无论我们取得多大的成就，如果绝大多数时间，我们都不能与我们热爱和尊重的人一起度过，生活就毫无快乐而言。若情况恰好相反，自己喜爱的人也在车上，并且永不背叛，那么不论汽车将开向何处，我们都能拥有美好的生活。

● 一旦一个领导让他个人成为人们关注的中心，而非一些事实的情况，那么这家公司肯定要走向败落。

● 创造这样一个文化氛围，让职工有机会说，说真话，并做到知无不言、言无不尽。

● 领导应多提出些问题，少要求些答案（要虚怀若谷，承认这样的事实，你还没有了解全部情况，应该多提些问题来帮助自己更好把握情况）

● 要对话、要争论，但不要强制。

● 作彻底的事后分析，不要相互指责（进行没有指责的事后分析时，你就可以营造一个事实可以被倾听的气氛）

● 斯托克代尔悖论：坚持你一定会成功的信念，同时，要面对现实中最残忍的事实，不论有多大困难，不论他们是什么。

● 问题不是刺激热情，而是发现什么使你热情洋溢。我们应该只做那些让我们感到充满激情的事。

● 做你擅长的只是使你变得不错，一心专注于你有潜能比其他公司做的更好的事，才是通向卓越的惟一途径。

● 他们聘用严于自律无需管理的人，公司只需管理系统，而不需管理这些人。

● 实际上，一个卓越的公司更容易毁于机会太多而不是太少。问题不在于创造机会，而在于选择机会。对待难得的机会要敢于说“不”。因为如果它不适合三环理论，即便它是“一生中惟一的机会”也不相干。

● 缩小等级差别，使工人的利益与管理层和股东的利益相一致。

● 列出不能做的事项比列出打算做的事项更重要。

● 实现跨越的公司从来不在转变初期开拓新技术，原因很简单——只有当你知道自己需要什么样的技术时，你才能更好地应有技术。

● 技术本身永远不是公司卓越或是衰落的主要原因。

● 由优秀公司转变而来的卓越公司时受强烈的创造欲望和追求卓越的内在强制冲动激励的。他们并不受恐惧感所驱使。它们不是因为看到别人成为最棒的公司，而自己不能成为就感到害怕。他们不是因为担心被激烈的竞争所打垮才前进。

编辑推荐

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.

书籍介绍

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, Amazon.com Review