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100%: Jim Collins 齊若蘭: Good to Great: Why Some Companies Make the Leap and Others Don't ('Cong A dao A+', in traditional Chinese, NOT in English) (ISBN: 9789573247104) 2002, n/a, Taschenbuch.Nur diese Ausgabe anzeigen…
100%: Collins, Jim: Good to Great (ISBN: 9780066620992) Erstausgabe, in Englisch, Broschiert.Nur diese Ausgabe anzeigen…
100%: James C Collins, Rick Rohan (Narrator): Good to Great: Why Some Companies Make the Leap.and Others Don't (ISBN: 9781402520778) 2001, Recorded Books, in Englisch, auch als Hörbuch.
Nur diese Ausgabe anzeigen…
Nur diese Ausgabe anzeigen…
96%: Collins, Jim: Good to Great: Why Some Companies Make the Leap.And Others Don't (ISBN: 9780062119209) 2011, Erstausgabe, in Englisch, auch als eBook.Nur diese Ausgabe anzeigen…
86%: James C. Collins, Jim Collins, Narrador: James C. Collins: Good to Great: Why Some Companies Make the Leap.and Other's Don't (Compact Disc) (ISBN: 9780060794415) 2005, in Englisch.Nur diese Ausgabe anzeigen…
85%: James C. Collins, Jim Collins, Narrator: James C. Collins: Good to Great: Why Some Companies Make the Leap.and Other's Don't (ISBN: 9780694526079) 2001, HARPER COLLINS, in Englisch, auch als Hörbuch.Nur diese Ausgabe anzeigen…
84%: Collins, Jim: Good to Great Why Some Companies Make the Leap. and Others Don't (ISBN: 9780712676090) Erstausgabe, in Englisch, Broschiert.Nur diese Ausgabe anzeigen…
84%: Collins, Jim; Collins, Jim [Reader]: Good to Great CD: Why Some Companies Make the Leap.And Others Don't (ISBN: 9780694526086) 2001, in Englisch, auch als Hörbuch.Nur diese Ausgabe anzeigen…
44%: Jim Collins: A Guide to. Good to Great by Why Some Companies Make the Leap - and Others Don't (ISBN: 9781785670039) 2015, in Englisch, auch als eBook.Nur diese Ausgabe anzeigen…
Good to Great: Why Some Companies Make the Leap and Others Don't ('Cong A dao A+', in traditional Chinese, NOT in English)
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Good to Great: Why Some Companies Make the Leap.And Others Don't (2001)
~EN HC NW FEISBN: 9780066620992 bzw. 0066620996, vermutlich in Englisch, HarperBusiness, gebundenes Buch, neu, Erstausgabe.
Lieferung aus: Kanada, Versandkosten nach: DEU.
Von Händler/Antiquariat, MAD HATTER BOOKSTORE.
U.S.A.: HarperBusiness, 2001. 1st Edition . Hardcover. New/New. 8vo - over 7¾ - 9¾" tall. 1st. 163mm x 28mm x 236mm. Synopsis: The Challenge: 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 very beginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study: 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? The Standards: 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 Comparisons: 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: 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:....
Von Händler/Antiquariat, MAD HATTER BOOKSTORE.
U.S.A.: HarperBusiness, 2001. 1st Edition . Hardcover. New/New. 8vo - over 7¾ - 9¾" tall. 1st. 163mm x 28mm x 236mm. Synopsis: The Challenge: 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 very beginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study: 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? The Standards: 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 Comparisons: 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: 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:....
2
Good to Great: Why Some Companies Make the Leap and Others Don't ('Cong A dao A+', in traditional Chinese, NOT in English) (2002)
PB USISBN: 9789573247104 bzw. 9573247100, Sprache unbekannt, 400 Seiten, n/a, Taschenbuch, gebraucht.
Lieferung aus: Vereinigte Staaten von Amerika, Usually ships in 1-2 business days.
Von Händler/Antiquariat, Last Page Books-Columbus.
本書探討的是：為什麼有些公司長期業績普通，突然卻像脫胎換骨般蛻變為卓越的公司，股價節節攀升？ 柯林斯和他的研究團隊花了五年的時間，解開了這個謎題。他們設定嚴格標準，從1965年到1995年間名列《財星》500大的1435家企業中，篩選出11家這樣的公司，經過抽絲剝繭的討論分析之後，為我們指出這些公司的成功祕訣。 重要的是，這些祕訣是可以學習的。如果用心研讀本書，你會找到許多可以應用到你的公司（無論公司大小）或是個人生涯規劃上的有用法則，讓公司或自己晉升到A+的等級！, Paperback, 標籤: n/a, n/a, 產品組: Book, 出版: 2002, 工作室: n/a, 銷售排名: 2619834.
Von Händler/Antiquariat, Last Page Books-Columbus.
本書探討的是：為什麼有些公司長期業績普通，突然卻像脫胎換骨般蛻變為卓越的公司，股價節節攀升？ 柯林斯和他的研究團隊花了五年的時間，解開了這個謎題。他們設定嚴格標準，從1965年到1995年間名列《財星》500大的1435家企業中，篩選出11家這樣的公司，經過抽絲剝繭的討論分析之後，為我們指出這些公司的成功祕訣。 重要的是，這些祕訣是可以學習的。如果用心研讀本書，你會找到許多可以應用到你的公司（無論公司大小）或是個人生涯規劃上的有用法則，讓公司或自己晉升到A+的等級！, Paperback, 標籤: n/a, n/a, 產品組: Book, 出版: 2002, 工作室: n/a, 銷售排名: 2619834.
3
Good to Great: Why Some Companies Make the Leap and Others Don't ('Cong A dao A+', in traditional Chinese, NOT in English) (2002)
PB NWISBN: 9789573247104 bzw. 9573247100, Sprache unbekannt, 400 Seiten, n/a, Taschenbuch, neu.
Lieferung aus: Vereinigte Staaten von Amerika, Usually ships in 1-2 business days.
Von Händler/Antiquariat, suebpp.
本書探討的是：為什麼有些公司長期業績普通，突然卻像脫胎換骨般蛻變為卓越的公司，股價節節攀升？ 柯林斯和他的研究團隊花了五年的時間，解開了這個謎題。他們設定嚴格標準，從1965年到1995年間名列《財星》500大的1435家企業中，篩選出11家這樣的公司，經過抽絲剝繭的討論分析之後，為我們指出這些公司的成功祕訣。 重要的是，這些祕訣是可以學習的。如果用心研讀本書，你會找到許多可以應用到你的公司（無論公司大小）或是個人生涯規劃上的有用法則，讓公司或自己晉升到A+的等級！, Paperback, 標籤: n/a, n/a, 產品組: Book, 出版: 2002, 工作室: n/a, 銷售排名: 2619834.
Von Händler/Antiquariat, suebpp.
本書探討的是：為什麼有些公司長期業績普通，突然卻像脫胎換骨般蛻變為卓越的公司，股價節節攀升？ 柯林斯和他的研究團隊花了五年的時間，解開了這個謎題。他們設定嚴格標準，從1965年到1995年間名列《財星》500大的1435家企業中，篩選出11家這樣的公司，經過抽絲剝繭的討論分析之後，為我們指出這些公司的成功祕訣。 重要的是，這些祕訣是可以學習的。如果用心研讀本書，你會找到許多可以應用到你的公司（無論公司大小）或是個人生涯規劃上的有用法則，讓公司或自己晉升到A+的等級！, Paperback, 標籤: n/a, n/a, 產品組: Book, 出版: 2002, 工作室: n/a, 銷售排名: 2619834.
4
Good to Great (2006)
~EN HC NWISBN: 9780066620992 bzw. 0066620996, vermutlich in Englisch, HarperCollins US, gebundenes Buch, neu.
Lieferung aus: Deutschland, Versandkosten nach: Deutschland, Versandkostenfrei.
Von Händler/Antiquariat, buecher.de GmbH & Co. KG, [1].
The Challenge 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? The Study 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? The Standards 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 Comparisons 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 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: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. "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? Repr. 2006. 320 S. 9.25 in Sofort lieferbar, Hardcover, Neuware, Offene Rechnung (Vorkasse vorbehalten).
Von Händler/Antiquariat, buecher.de GmbH & Co. KG, [1].
The Challenge 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? The Study 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? The Standards 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 Comparisons 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 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: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. "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? Repr. 2006. 320 S. 9.25 in Sofort lieferbar, Hardcover, Neuware, Offene Rechnung (Vorkasse vorbehalten).
5
Good to Great / Why Some Companies Make the Leap. and Others Don't / / / Englisch / 2001 (2001)
~EN HC NWISBN: 9780066620992 bzw. 0066620996, vermutlich in Englisch, 300 Seiten, Harper Collins Publ. USA, gebundenes Buch, neu.
Lieferung aus: Deutschland, Versandkosten nach: Deutschland, Versandkostenfrei.
Von Händler/Antiquariat, Buchbär, [6122477].
The Challenge 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 very beginning.But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?The Study 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?The Standards 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 Comparisons 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 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:Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness.The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence.A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology.The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap."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" 2001, Gebunden, Neuware, 490g, 300, Banküberweisung, PayPal, Sofortüberweisung.
Von Händler/Antiquariat, Buchbär, [6122477].
The Challenge 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 very beginning.But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?The Study 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?The Standards 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 Comparisons 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 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:Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness.The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence.A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology.The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap."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" 2001, Gebunden, Neuware, 490g, 300, Banküberweisung, PayPal, Sofortüberweisung.
6
Good to Great Why Some Companies Make the Leap. and Others Don't Englisch 2001 (2001)
~EN HC NWISBN: 9780066620992 bzw. 0066620996, vermutlich in Englisch, 300 Seiten, Harper Collins Publ. USA, gebundenes Buch, neu.
Lieferung aus: Deutschland, Versandkosten nach: Deutschland, Versandkostenfrei.
Von Händler/Antiquariat, preigu, [5789586].
The Challenge 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 very beginning.But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?The Study 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?The Standards 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 Comparisons 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 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:Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness.The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence.A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology.The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap."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" 2001, Gebunden, Neuware, 490g, 300, Banküberweisung, PayPal, Sofortüberweisung.
Von Händler/Antiquariat, preigu, [5789586].
The Challenge 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 very beginning.But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?The Study 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?The Standards 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 Comparisons 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 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:Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness.The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence.A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology.The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap."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" 2001, Gebunden, Neuware, 490g, 300, Banküberweisung, PayPal, Sofortüberweisung.
7
Good to Great
~EN NWISBN: 9780066620992 bzw. 0066620996, vermutlich in Englisch, Harpercollins Us, neu.
Lieferung aus: Deutschland, Sofort lieferbar, Versandkostenfrei innerhalb von Deutschland.
The Challenge 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? The Study 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? The Standards 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 Comparisons 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 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: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. "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?
The Challenge 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? The Study 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? The Standards 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 Comparisons 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 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: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. "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?
8
Good to Great: Why Some Companies Make the Leap and Others Don't (2001)
EN HC NW FEISBN: 9780066620992 bzw. 0066620996, in Englisch, 400 Seiten, HarperBusiness, gebundenes Buch, neu, Erstausgabe.
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Von Händler/Antiquariat, Friends of the Berkley Public Library.
The Challenge: 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? The Study: 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? The Standards: 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 Comparisons: 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: 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: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept: (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. “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?, Hardcover, Edition: 1st, Format: Unabridged, Label: HarperBusiness, HarperBusiness, Product group: Book, Published: 2001-10-16, Release date: 2001-10-16, Studio: HarperBusiness, Sales rank: 1364.
Von Händler/Antiquariat, Friends of the Berkley Public Library.
The Challenge: 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? The Study: 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? The Standards: 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 Comparisons: 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: 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: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept: (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. “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?, Hardcover, Edition: 1st, Format: Unabridged, Label: HarperBusiness, HarperBusiness, Product group: Book, Published: 2001-10-16, Release date: 2001-10-16, Studio: HarperBusiness, Sales rank: 1364.
9
Good to Great: Why Some Companies Make the Leap and Others Don't (2001)
EN HC US FEISBN: 9780066620992 bzw. 0066620996, in Englisch, 400 Seiten, HarperBusiness, gebundenes Buch, gebraucht, Erstausgabe.
New from: $6.49 (275 Offers)
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Show more 1690 Offers at Amazon.com
Lieferung aus: Vereinigte Staaten von Amerika, Usually ships in 1-2 business days.
Von Händler/Antiquariat, Goodwill Charlotte Books.
The Challenge: 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? The Study: 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? The Standards: 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 Comparisons: 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: 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: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept: (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. “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?, Hardcover, Edition: 1st, Format: Unabridged, Label: HarperBusiness, HarperBusiness, Product group: Book, Published: 2001-10-16, Release date: 2001-10-16, Studio: HarperBusiness, Sales rank: 317.
Von Händler/Antiquariat, Goodwill Charlotte Books.
The Challenge: 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? The Study: 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? The Standards: 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 Comparisons: 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: 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: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept: (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. “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?, Hardcover, Edition: 1st, Format: Unabridged, Label: HarperBusiness, HarperBusiness, Product group: Book, Published: 2001-10-16, Release date: 2001-10-16, Studio: HarperBusiness, Sales rank: 317.
10
Good to Great (2001)
~EN NWISBN: 9780066620992 bzw. 0066620996, vermutlich in Englisch, 300 Seiten, Harper Collins Publ. USA, neu.
Lieferung aus: Deutschland, Versandkosten nach: Deutschland, Versandkostenfrei.
Von Händler/Antiquariat, Buchhandlung - Bides GbR, [4124740].
Neuware - The ChallengeBuilt 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 The StudyFor 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 The StandardsUsing 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 ComparisonsThe 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 FindingsThe 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: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness.The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence.A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology.The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.'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, 01.10.2001, Buch, Neuware, 244x159x30 mm, 490g, 300, Banküberweisung, PayPal, Offene Rechnung (Vorkasse vorbehalten).
Von Händler/Antiquariat, Buchhandlung - Bides GbR, [4124740].
Neuware - The ChallengeBuilt 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 The StudyFor 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 The StandardsUsing 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 ComparisonsThe 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 FindingsThe 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: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness.The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence.A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology.The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.'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, 01.10.2001, Buch, Neuware, 244x159x30 mm, 490g, 300, Banküberweisung, PayPal, Offene Rechnung (Vorkasse vorbehalten).
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