How far can a company fall before the path toward doom becomes inevitable and unshakable? How can companies reverse course? In How the Mighty Fall, Collins confronts these questions, offering leaders the well-founded hope that they can learn how to stave off decline and, if they find themselves falling, reverse their course. Collins' research project—more than four years in duration—uncovered five step-wise stages of decline: Stage 1: Hubris Born of Success Stage 2: Undisciplined Pursuit of More Stage 3: Denial of Risk and Peril Stage 4: Grasping for Salvation Stage 5: Capitulation to Irrelevance or Death By understanding these stages of decline, leaders can substantially reduce their chances of falling all the way to the bottom.
Great companies can stumble, badly, and recover. Every institution, no matter how great, is vulnerable to decline. There is no law of nature that the most powerful will inevitably remain at the top. Anyone can fall and most eventually do. But, as Collins' research emphasizes, some companies do indeed recover—in some cases, coming back even stronger—even after having crashed into the depths of Stage 4.
Decline, it turns out, is largely self-inflicted, and the path to recovery lies largely within our own hands. We are not imprisoned by our circumstances, our history, or even our staggering defeats along the way. As long as we never get entirely knocked out of the game, hope always remains. The mighty can fall, but they can often rise again. What's the roadmap to create a company that not only survives its infancy but thrives, changing the world for decades to come?
Nine years before the publication of his epochal bestseller Good to Great, Jim Collins and his mentor, Bill Lazier, answered this question in their bestselling book, Beyond Entrepreneurship. Beyond Entrepreneurship left a definitive mark on the business community, influencing the young pioneers who were, at that time, creating the technology revolution that was birthing in Silicon Valley.
Decades later, successive generations of entrepreneurs still turn to the strategies outlined in Beyond Entrepreneurship to answer the most pressing business questions. In BE 2. The book includes the original text of Beyond Entrepreneurship, as well as four new chapters and fifteen new essays. The result is a singular reading experience, which presents a unified vision of company creation that will fascinate not only Jim's millions of dedicated readers worldwide, but also introduce a new generation to his remarkable work.
What are the factors that distinguish the merely good from the truly great? Beyond Entrepreneurship became a leadership staple, particularly among small and early-stage companies. And while Collins would go on to write a series of famous bestsellers that have sold more than ten million copies worldwide, this lesser-known early work remains the favourite of many of his loyal readers. Throughout, the authors asked: 'What makes the truly exceptional companies different from other companies?
How was Motorola able to move from a humble battery repair business into integrated circuits and cellular communications, while Zenith never became dominant in anything other than TVs? By answering such questions, Collins and Porras go beyond the incessant barrage of management buzzwords and fads of the day to discover timeless qualities that have consistently distinguished out-standing companies.
How was Motorola able to move from a humble battery repair business into integrated circuits and cellular communications, while Zenith never became dominant in anything other than TVs? By answering such questions, Collins and Porras go beyond the incessant barrage of management buzzwords and fads of the day to discover timeless qualities that have consistently distinguished out-standing companies.
They also provide inspiration to all executives and entrepreneurs by destroying the false but widely accepted idea that only charismatic visionary leaders can build visionary companies. Filled with hundreds of specific examples and organized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building organizations that will prosper long into the twenty-first century and beyond.
Includes hundreds of examples showing what makes the truly exceptional firms different from the everyday ones. Focused on both the individual and strategic organizational level, this book is about people and the competencies each person needs to learn to be successful in creating a more dynamic future.
It provides a practical guide and clear and concise understanding of the knowledge, skills, attitudes, and experiences that are needed to increase imagination, creativity, innovation and new venture creation capability. Innovation and Entrepreneurship will be attractive for students of entrepreneurship, innovation, management and cross-disciplinary classes, such as design thinking. Based on extensive academic research, this book is organized into two sections: Twelve innovation elements and twelve competency categories.
The elements are the foundation and the competency categories are the building blocks that inform our path toward a more precise understanding of how innovation and entrepreneurship plays an important role in economic development and our daily lives.
Throughout the book, Roger Gill uses illustrative examples and cases, drawn from research and practice in the UK, mainland Europe, and the USA as well as Asia and elsewhere, enabling students to better relate the theories to real cases and their own experience. A clear picture of leadership theory and leadership development is set out through accessible language and a focus on bridging the gap between theory and practice.
In Good to Great, renowned author Jim Collins examines the fundamentals behind the few companies that make the leap to greatness, and the many that fail to do so. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. Build to Last is not an introduction to network marketing. It's the missing piece for many would-be top network marketing professionals. The super successful build with the mindset of a CEO while everyone else builds with the mindset of an employee.
If you are willing to do the work, Build to Last provides a step-by-step guide to becoming a leader who achieves enormous success in your network marketing business. In this book you will learn: The mindset and philosophy of top network marketers How to identify and push past your limiting beliefs How to lead yourself so you can lead others How to attract leaders into your business How to mentor and develop leaders How to push those you're mentoring past their limiting beliefs How to create financial and time freedom How to earn a 6- or 7-figure income year after year Following the detailed guidance Keith Callahan offers in Build to Last, he went from bankruptcy to 7-figure success in his network marketing business.
During nearly a decade in the industry, he has mentored many people on his team of 30, distributors to 6- and 7-figure success. With Keith Callahan's book, you can build a network marketing team that allows you to help the most people and earn the highest, long-term, stable income. The end goal is a business that thrives for years to come and does so - here's the important part - with or without you.
Building change for the long game When we fundamentally commit to putting our students first, we must also commit to making changes in current practices that will last over time This practical, thoughtful book walks school leaders through the what, how, and why of a holistic change architecture to move teams toward impactful changes that will stand the test of time.. Readers will learn to:? Organize and create conditions in which the adults and students can flourish? Focus on phases of change and address important leadership practices that will move change forward and address resistance?
Apply two long-term stories of district change to their own particular contexts, so they can avoid mistakes and focus on strategies that work? Create their own relationship-rich, personalized path for leading and managing sustained change.
A family tears down an old house and erects a new one in its place. This gorgeous volume includes newly researched information about each building and how it was built.
Just as the buildings themselves were created to last, our interest in the structures themselves, the people who created them, and the purposes for which they were made endures as well. This impeccably researched volume—a necessary addition to the bookshelf of anyone interested in architecture—celebrates this spirit of endurance and serves as a reminder that building well and leaving something of consequence behind, whether a building, a design, or an idea, is still of the utmost importance.
Take your professional learning community to the next level! Discover a systemwide approach for re-envisioning your PLC while sustaining growth and continuing momentum on your journey.
Decline can be avoided. Decline can be detected. Decline can be reversed. Amidst the desolate landscape of fallen great companies, Jim Collins began to wonder: How do the mighty fall?
Can decline be detected early and avoided? How far can a company fall before the path toward doom becomes inevitable and unshakable? How can companies reverse course? In How the Mighty Fall, Collins confronts these questions, offering leaders the well-founded hope that they can learn how to stave off decline and, if they find themselves falling, reverse their course. Collins' research project—more than four years in duration—uncovered five step-wise stages of decline: Stage 1: Hubris Born of Success Stage 2: Undisciplined Pursuit of More Stage 3: Denial of Risk and Peril Stage 4: Grasping for Salvation Stage 5: Capitulation to Irrelevance or Death By understanding these stages of decline, leaders can substantially reduce their chances of falling all the way to the bottom.
Great companies can stumble, badly, and recover. Every institution, no matter how great, is vulnerable to decline. There is no law of nature that the most powerful will inevitably remain at the top.
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