Cover image for Good to great [why some companies make the leap -- and others don't]
Good to great [why some companies make the leap -- and others don't]
Collins, James C. (James Charles), 1958-
Publication Information:
New York, NY : Harper Audio, [2001]

Physical Description:
5 audio discs (6 hrs.) : digital ; 4 3/4 in.
Some companies are great because greatness has been programed into their DNA from the very beginning, but what about the companies not born with great DNA? Can they achieve enduring greatness. The author tells us how.
General Note:
Subtitle from container.
Format :
Audiobook on CD


Call Number
Material Type
Home Location
Item Holds
HD57.7 .C6452 2001 Adult Audiobook on CD Audiobooks

On Order



Destined to be the business publishing event of the year, or even the decade, this is the long awaited new book by the co-author of Built To Last. In it, Jim Collins shares his latest long-term research - and shows how even mediocre companies can become long-term world beaters.Jim Collins has become a best-selling classic business author, with 590,000 copies sold to date, and has been translated into 17 languages.

Author Notes

Jim Collins holds B.S. and M.B.A. degrees from Stanford University. A visiting professor of business administration at Stanford Graduate School of Business, he is a management consultant. He has written several articles for the Harvard Business Review, Inc., Fortune magazine, California Management Review and Stanford Magazine.

He is the co-author of Built to Last: Successful Habits of Visionary Companies; Managing the Small to Mid-Sized Firm: Readings, Cases and Instructor's Manual; Beyond Entrepreneurship; and Great by Choice. He has also worked with Hewlett Packard and McKinsey & Co.

(Bowker Author Biography)

Reviews 4

Booklist Review

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

Publisher's Weekly Review

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. (Oct.) (c) Copyright PWxyz, LLC. All rights reserved

Library Journal Review

Collins follows his successful Built To Last (coauthor, with Jerry Porras), which showed how companies triumph over time, with this extensive analysis of how good, mediocre, and even bad companies can achieve enduring greatness. Collins led a research team of 21 members who analyzed data on 1,435 companies, looking for the few that made substantial improvements in their performance over time. The 11 featured businesses, which earned the "good-to-great" label, outperformed the market by a multiple of at least three over a 15-year period and were able to sustain their success for at least 15 years. They include Circuit City, Fannie Mae, Kimberly Clark, Phillip Morris, and Wells Fargo. The author reveals common traits that distinguish these companies from comparison firms that failed to reach a similar level of success. Collins's deeply earnest narration is heightened by his obvious zeal for the material, further enhancing this solid content that will likely have more staying power than Tom Peters's In Search of Excellence. Highly recommended for larger public libraries and university libraries supporting a business curriculum.-Dale Farris, Groves, TX (c) Copyright 2010. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.

Choice Review

This sequel to Collins and Jerry Porras's Built to Last: Successful Habits of Visionary Companies (3rd ed., 2000) is the result of a five-year, team-based research effort that examined the critical factors that distinguish good companies from truly great companies. Employing a rigorous, multifaceted methodology, the author identified 11 companies that follow a basic pattern: 15-year cumulative stock returns at or below the general stock market, punctuated by a transition point, then cumulative returns at least three times the market over the next 15 years. Based on his extensive research, Collins presents a three factor, six-element model to identify characteristic traits of the truly great companies: disciplined people, disciplined thought, and disciplined action. He addresses a seventh notion--the flywheel--as the overarching factor that catapults a company from just good to truly great. The author concludes by comparing and analyzing the concepts in Built to Last with those presented in this current volume. Extensive appendixes and notes provide supplemental documentation supporting Collins's research-based thesis. Faculty and upper-division undergraduate and graduate students will find this work a useful adjunct to business strategy courses. M. J. Safferstone Mary Washington College