BUILT TO LAST JIM COLLINS EBOOK
LAST. Successful Habits of Visionary Companies. James C. Collins people have invested in Built to Last with their most precious. Built to Last: Successful Habits of Visionary Companies (Good to Great series) by Jim Collins. Read online, or download in secure EPUB format. Successful Habits of Visionary Companies. 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.
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Editorial Reviews. myavr.info Review. Built to Last became an instant business classic. Kindle Store · Kindle eBooks · Business & Money . So write Jim Collins and Jerry Porras in this groundbreaking book that shatters myths, provides. This is not a book about charismatic visionary leaders. It is not about visionary product concepts or visionary products or visionary market insights. Built to last: successful habits of visionary companies. BUILT BUILT TO LAST Successful Habits of Visionary Companies James C. Collins Jerry I. Porras.
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No notes for slide. Visionary companies do not ask, "What should we value? Reality: A visionary company almost religiously preserves its core ideology - changing it seldom, if ever. Core values in a visionary company form a rock-solid foundation and do not drift with the trends and fashions of the day; in some cases, the core values have remained intact for well over one hundred years.
And the basic purpose of a visionary company - its reason for being - can serve as a guiding beacon for centuries, like an enduring star on the horizon.
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Yet, while keeping the core ideologies tightly fixed, visionary companies display a powerful drive for progress that enables them to change and adapt without compromising their cherished core ideals. Myth 6: Blue-chip companies play it safe. Reality: Visionary companies may appear straitlaced and conservative to outsiders, but they're not afraid to make bold commitments to "Big Hairy Audacious Goals" BHAGs.
Like climbing a big mountain or going to the moon, a BHAG may be daunting and perhaps risky, but the adventure, excitement, and challenge of it grabs people in the gut, gets their juices flowing, and creates immense forward momentum. Visionary companies have judiciously used BHAGs to stimulate progress and blast past the comparison companies at crucial times in history. Myth 7: Visionary companies are great places to work, for everyone.
Reality: Only those that "fit" extremeley well with the core ideology and demanding standards of a visionary company will find it a great place to work.
If you go to work at a visionary company, you will either fit and flourish - probably couldn't be happier - or you will likely be expunged like a virus. It's binary.
There's no middle ground. It's almost cult-like. Visionary companies are so clear about what they stand for and what they're trying to achieve that they simply don't have room for those unwilling or unable to fit their exacting standards. Myth 8: Highly successful companies make their best moves by brilliant and complex strategic planning.
Built to last: successful habits of visionary companies
Reality: Visionary companies make some of their best moves by experimentation, trial and error, opportunism, and - quite literally - accident. What looks in retrospect like brilliant foresight and preplanning was often the result of "Let's just try a lot of stuff and keep what works. We found the concepts in Charles Darwin's Origin of Species to be more helpful for replicating the success of certain visionary companies than any textbook on corporate strategic planning.
Myth 9: Companies should hire outside CEOs to stimulate fundamental change. Reality: In seventeen hundred years of combined life spans across the visionary companies, we found only four individual incidents of going outside for a CEO - and those in only two companies.
Home-grown management rules at the visionary companies to a far greater degree than at the comparison companies by a factor of six.
Time and again, they have dashed to bits the conventional wisdom that significant change and fresh ideas cannot come from insiders. Myth The most successful companies focus primarily on beating the competition.
Reality: Visionary companies focus primarily on beating themselves.
Success and beating the competitors comes to the visionary companies not so much as the end goal, but as a residual result of relentlessly asking the question "How can we improve ourselves to do better tomorrow than we did today? No matter how much they achieve - no matter how far in front of their competition they pull - they never think they've done "good enough.
Built to last: successful habits of visionary companies
Reality: Visionary companies do not brutalize themselves with the "Tyranny of the OR" - the purely rational view that says you can have either A OR B, but not both.
Myth Companies become visionary primarily through "vision statements. Nor did they rise to greatness because they wrote one of the vision, values, purpose, mission, or aspiration statements that have become popular in management today although they wrote such statements more frequently than the comparison companies and decades before it became fashionable. Creating a statement can be a helpful step in building a visionary company, but it is only one of thousands of steps in a never-ending process of expressing the fundamental characteristics we identified across the visionary companies.
One of the most important steps you can take in building a visionary company is not an action, but a shift in perspective.
The success of visionary companies - at least in part - comes from underlying processes and fundamental dynamic embedded in the organization and not primarily the result of a single great idea or some great, all-knowing, godlike visionary who made great decisions, had great charisma, and led with great authority. Think more in terms of being an organizational visionary and building the characteristics of a visionary company. Profitability is a necessary condition for existence and a means to more important ends, but it is not the end in itself for many of the visionary companies.
Profit is like oxygen, food, water, and blood for the body; they are not the point of life, but without them, there is no life. One way to keep core ideology at the top of people's minds: write a series of essays emails, memos, blog posts to employees about "who and why we are.
A key step in building a visionary company is to articulate a core ideology core values plus purpose. Core values are the organization's essential and enduring tenets - a small set of general guiding principles; not to be confused with specific cultural or operational practices; not to be compromised for financial gain or short-term expediency.
Purpose is the organization's fundamental reasons for existence beyond just making money - a perpetual guiding star on the horizon; not to be confused with specific goals or business strategies. The single most important point to take away from this book is the critical importance of creating tangible mechanisms aligned to preserve the core and stimulate progress.
This is the essence of clock building. Remember, a BHAG is a goal - like climbing a mountain or going to the moon - not a "statement. People in the organization should have reason to believe they can pull it off, yet it should require heroic effort and perhaps even a little luck - as with the IBM and Boeing A company should be prepared to prevent this by having follow-on BHAGs.Add to Wishlist Add to Wishlist.
In other words, you cannot have a vibrant self-mutilating system - you cannont have a 3M - without lots of failed experiments. Remember, a BHAG is a goal - like climbing a mountain or going to the moon - not a "statement.
Today, he operates 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.
One of the most important steps you can take in building a visionary company is not an action, but a shift in perspective. The Study For years, this question preyed on the mind of Jim Collins. This is a book about something far more important, enduring, and substantial.
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