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?
Over the years, market developments have proven the wisdom of Graham’s strategies. While preserving the integrity of Graham’s original text, this revised edition includes updated commentary by noted financial journalist Jason Zweig, whose perspective incorporates the realities of today’s market, draws parallels between Graham’s examples and today’s financial headlines, and gives readers a more thorough understanding of how to apply Graham’s principles.
Vital and indispensable, The Intelligent Investor is the most important book you will ever read on how to reach your financial goals.
While many people talk about how great it is to start a business, very few are honest about how difficult it is to run one. Ben Horowitz analyzes the problems that confront leaders every day, sharing the insights he’s gained developing, managing, selling, buying, investing in, and supervising technology companies. A lifelong rap fanatic, he amplifies business lessons with lyrics from his favorite songs, telling it straight about everything from firing friends to poaching competitors, cultivating and sustaining a CEO mentality to knowing the right time to cash in.
Filled with his trademark humor and straight talk, The Hard Thing About Hard Things is invaluable for veteran entrepreneurs as well as those aspiring to their own new ventures, drawing from Horowitz's personal and often humbling experiences.
Journey with John is a compilation of short, real-life stories taken from the life of Pastor John Brooks. The stories will make you laugh at life’s little jokes, reflect on experiences, appreciate the small gifts from God, and love each moment of your life.
Pastor Brooks writes very compelling and relatable stories as he narrates his experiences and mishaps in a humorous and witty way. He includes Bible verses at the end of every chapter as a way for readers to reflect and ponder on life and God’s ways. His words are full of positive energy, overwhelming with inspiring attitude. He will make you realize the significance of family and faith in God.
John Brooks was born in Little Rock, Arkansas, but claims he got to Texas as quick as he could. He is married to Terrie Shaver of Gurdon, Arkansas, and together, they have two children, Alicia Coats and Barry Brooks, as well as six grandchildren.
With a foreword by Professor Andrew Lambert, it shows how, in 1913, the Admiralty rejected Arthur Pollen's Argo system for the Dreyer fire control tables. Many naval historians now believe that, consequently, British dreadnoughts were fitted with a system that, despite being partly plagiarised from Pollen's, was inferior: and that the Dreyer Tables were a contributory cause in the sinking of Indefatigable and Queen Mary at Jutland.
This book provides new and revisionist accounts of the Dreyer/Pollen controversy, and of gunnery at Jutland. In fire control, as with other technologies, the Royal Navy had been open, though not uncritically, to innovations. The Dreyer Tables were better suited to action conditions (particularly those at Jutland). Beatty's losses were the result mainly of deficient tactics and training: and his battlecruisers would have been even more disadvantaged had they been equipped by Argo. It follows the development of the Pollen and Dreyer systems, refutes the charges of plagiarism and explains Argo's rejection. It outlines the German fire control system: and uses contemporary sources in a critical reassessment of Beatty's tactics throughout the Battle of Jutland.