Geoff Hudson-Searle is a passionate and innovating international director whose leadership is characterised by sharing information, round-table discussions, and strategic growth and deployment. As an international director, non-executive director and strategist, Geoff lectures regularly on the principles of integrated strategy and finance at forums. He has over 22 years of experience in business and management arena. His international clients include the British Government, HP, Compaq, BT, Intel, Atari, Barclays Bank, Western Union, Chase and Volvo.
'In our own research, we have documented in financial terms the benefits of cross-functional, cross-firm collaboration. However, for many executives, building a culture that supports collaboration is not easy. Ian and Stephen not only report on the benefits of collaboration in an industry where such behaviour has not been the norm, but they provide guidelines for building organisations with a culture of collaboration.' - Dr Douglas M Lambert, Fisher College of Business, The Ohio State University, founder of the Supply Chain Management Institute
In an age that is Data Rich but Insight-Poor and when most people in the world of business find themselves caught up in a system of numbers and spread sheets, this book shows that the time has come to restore the lost art of storytelling; to put the “author” back in “authority”; to write less and think more.
Though a simple step-by step approach, the author shows that we need to change how we communicate in our day-to-day lives, and that if we revert to our inherent role as storytellers we are more likely to be both more effective and productive, and a lot less frustrated into the bargain.
But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?
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?
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 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 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:
“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?