Built to Last by Jim Collins, Jerry Porras. Book: Built to Last. Success for Companies with Vision Jim Collins and Jerry Porras, Built to Last: Reader Feedback
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Built to Last is one of the top 25 most outstanding business books of our time. Quite recently, Times magazine compiled such a list, where a special place was given to Jim Collins and his book Built to Last.
Why is that? What could be of interest to readers of this book? First of all, the fact that Jim Collins analyzes the activities of 18 of the largest and most successful companies that existed at the time of writing the book. He wants to understand what sets them apart from thousands of others, why seemingly identical projects have completely different results. Someone remains a company of a small provincial town, and some go global, declaring themselves confidently and in a big way.
Honestly, the book is quite interesting and worthy of being read. When we first searched for it on the Internet, we ran into a big problem, because downloading Built to Last for free is not so easy.
Break through hundreds of sites, dozens of forums and various resources offering me to send SMS or pay for something, I no longer hoped to find "Built to Last" in an electronic version. And it was not necessary to think about downloading this book for free. And now, several years after I had to go through such a difficult path in search of this book, I suggest you simplify your life and download Built to Last for free.
This book is not just dry facts, or a treatise on how good and great world-class companies are. No, Built to Last is a lot of work, deep analysis and research that Jim Collins and Jerry Porras have been doing for 6 years. Many comparisons were made between different companies, all in order to answer several questions: “What makes some companies different from others?”, “Is there any formula for success?”, “How to start building your business and avoid fatal mistakes?"
"Built to Last" is filled with dozens, if not hundreds of different life examples, which in an accessible form explain to each reader the reason for the success of a particular company. If you are going to create your own business, and are already thinking about making it known not only among your friends and acquaintances, then the book "Built to Last" should become the Bible, the basis that you need to study from A to Z. Many methods and examples are submitted in such a form that each reader can freely use them in their business model.
Jim Collins and Jerry Porras, Built to Last: Reader Reviews
Built to Last is a book that cannot be read and forgotten. I am sure that many of you will decide free download Built to Last, and after reading or listening to this book, be sure to leave your review under this entry.
Some readers of our site have already sent several reviews about the book to the email address. You can do the same, and then we will add your thoughts to the article, or write comments. Your opinion is very important to us, and to those who wish to download Built to Last.
Thoughts and comments from our subscribers:
Kirill, student, freelancer
When should you start reading this book? Many people think that books have a "deadline" before which it is not advisable to read. Perhaps this is so, but not with "Built to Last" You are going to build your company - read. You are already developing a business - read. Are you looking for a company where you can build a career and realize yourself - also read "Built to Last"
After reading this book, you will understand that working for money is good, but they are not an indicator of the success of those companies that are known to many. Money rules the world? Wrong...
Olga, construction company manager
To be honest, I liked the book, but I would not base my business on it. Why? Yes, everything is simple. The authors talk about companies that after some time lost their leadership and flew far beyond the TOP 100 most successful. The book is based on their business model. And if a company is rapidly losing its position, then we can conclude that they are doing something wrong. Definitely, the book is worth reading, but draw your own conclusions, learn to analyze.
Alexander, private entrepreneur
In short, I liked it. Of course, all the authors delayed a little, but, probably, this was required by the scale of their research. Still, to spend 6 years on a full-fledged study of the issue, and then also write a book - it's worth a lot. Very interesting conclusions are presented, which I will try to implement in my work.
And one more thing, thanks for the opportunity to download the book Built to Last for free. I reviewed the floor of the Internet and only you found a working link.
Vlad, in search of himself and his future
Emotions are many. I read it in one breath, and having reached the end, I caught myself thinking that I wanted more. Information of this kind is addictive, makes you think, think, make plans for the future. I advise everyone to read. If you still doubt whether to download Built to Last or not, then the answer is obvious - act.
We also offer to download Jim Collins' book "From Good to Great"
Built to Last explores the root causes of the long-term success of American corporations. Jim Collins and Jerry Porras provide a fresh look at the way 18 corporations work, including 3M, Wal Mart, Walt Disney, Boeing, Sony and Hewlett-Packard.
In a 6-year study sponsored by the Stanford Business School, Collins and Porras studied long-lived great companies in direct comparison with their competitors, all the while asking: "What makes truly great companies different from other companies."
Filled with hundreds of case studies presented in a coherent model of practical concepts accessible to leaders and entrepreneurs of all ranks, this book is a brilliant guide to building organizations that can thrive throughout the 21st century and beyond.
Chapter from the book:
IS NEVER GOOD ENOUGH
The critical question asked at great companies is not "How well are we doing?" or "What do we need to do to perform well?" or "How do we get ahead of the competition?" For these companies, the main thing is "how to make tomorrow we work better than today?". This question is an expression of a way of life - a way of thinking and acting. Great performance and performance is not so much an end goal for a great company as it is a by-product of endless self-stimulating improvement and investment in the future. There is no finish line in a great company. There is no “well, everything, we got it” state. There is no mark after which you can rest on your laurels and enjoy the fruits of your labors.
Companies with vision achieve success not so much because of brilliant insights or special “secrets”, but because of exceptional demands on themselves. It takes a lot of good old discipline, hard work, and an inner aversion to the slightest hint of limited self-satisfaction to become and remain a great company. Willard Marriott St. expressed the idea this way:
“Discipline is the greatest thing in the world. No discipline, no character. And without character, there is no progress... For us, adversity is an opportunity for growth. As a rule, we achieve what we strive for. By facing and overcoming challenges, we build character and develop the qualities necessary for success.”3
In the 1980s, without the phrase "continuous improvement" in management, it was impossible to take a step. For great companies, however, this concept has been around for decades, in some cases a century or more. William Procter and James Gamble, for example, used the term "continuous improvement" as early as the 1850s!4 William McKnight introduced it to 3M in the 1910s. Willard Marriott came to realize this concept almost immediately after opening his first beer shop in 1927. David Packard has used the term endlessly since the 1940s.
Our research clearly supports the concept of continuous improvement, but not just as a program or fad. In great companies, this approach is an ingrained habit, a way of life that permeates the organization through and through and backed by effective mechanisms of intransigence to the status quo. Moreover, such companies apply the concept of continuous improvement in a broader sense than just improving technological processes. It also implies long-term investments in the future, investments in the development of employees, the introduction of new ideas and technologies. In short, it means doing everything possible to make the company stronger tomorrow than it is today.
MECHANISMS OF DISSATISFACTION
You might get the impression that great companies are not particularly comfortable places. And that's right.
Like great artists and inventors, great companies thrive on dissatisfaction. They understand that contentment is the path to complacency, and it inevitably leads to decline. The question, of course, is how to avoid such complacency - how to remain self-disciplined when you have already achieved success or become number one in your field. How can a company keep the fire going that keeps people moving forward, never resting on their laurels, and always striving for the best?
These are the questions that P&G's Richard Dupre asked, worried that the company's rise to power in the early 20th century might make it too fat, happy, and complacent. What to do? You can give impassioned speeches about the importance of maintaining discipline. You can write leaflets and pamphlets about the dangers of complacency. You can meet with managers throughout the company and inspire them with the idea of the importance of change and self-improvement. However, Dupre understood that the company needed more than just good intentions. He wanted to create an internal stimulus that would continuously produce progress.
That's why he welcomed the radical proposal to create a governance structure that would allow different P&G brands to compete with each other as if they were different company brands. P&G already had the best people, the best products, the best market position. So why not pit the best of P&G against each other? If competition in the market is not enough, why not create a system of internal competition that would not allow any of the brands to rest on their laurels? Introduced in the early 1930s, the brand competition management structure became a powerful tool for P&G to drive change and improvement. The system was so successful that over time it was copied in one form or another by almost all American companies operating in consumer markets, including Colgate, though almost 30 years later.
The point is not that, in order to sustain life, a successful company must necessarily seek to create internal competition. It is important to have some mechanisms to create an atmosphere of dissatisfaction in order to combat the malady of complacency - a disease that inevitably affects all successful organizations. Internal competition is only one of these mechanisms, but not the only one. Great companies have many such mechanisms.
In the 1950s, Merck adopted a strategy of deliberately reducing market share for products that were declining in profitability, forcing themselves to pursue new developments to sustain growth and prosperity. Motorola used a similar "upgrade or die" mechanism by ditching high-volume, mature products, forcing itself to fill the niche with new products. This happened with televisions and car radios. (Chairman Robert Galvin kept the company's latest U.S.-made car stereo on his desk as a reminder of Motorola's commitment to "be a technology leader.") assessment of the technological position of the company and its competitors and analysis of the expected market demand for the next ten years.
General Electric has made internal discomfort the norm with the help of work-out. During the group discussion, the company's employees considered improvement opportunities and made specific proposals. Leaders were not admitted to such meetings, but had to then make impromptu decisions in front of the whole group regarding the proposals made, so that there was no way to run away, hide, evade an answer or delay a decision.
Boeing created a sense of discomfort by planning "from the position of the enemy." Managers were instructed to strategize as if they were employed by a competitor and wanted to bring down Boeing. What weaknesses can be exploited? What needs to be equalized? What markets can be easily invaded? Then, based on the answers, it was necessary to find out how Boeing should behave in turn?
Early in Wal-Mart's history, Sam Walton began using special magazines called Beat Yesterday. They recorded daily sales volumes compared to the same day a year earlier. Wal-Mart used these magazines as an incentive to constantly move forward and up.
Nordstrom has created an environment in which people are constantly striving for improvement. The SPH indicator measured the success of employees relative to colleagues. Thus, there is no absolute level, having reached which, the employee could relax. The company also closely monitors customer reviews and correlates employee rewards and promotions with them. Bruce Nordstrom says:
“If you really listen to your customers, you know that they are never completely satisfied - they will always point out your mistakes - and this makes you perform better. What worries me the most is the bloated self-satisfaction. I think everyone talks so much about our service that we ourselves begin to believe in it and think that we are better than our client. But then a sad end awaits us.”
Hewlett-Packard also used ranking employees relative to each other. At special meetings, managers defend their employees' ratings in an argument with other managers who are convinced that it is their employees who deserve high ratings. The discussion continues until all managers come to an agreement and make a single list of all ratings. Such a tough, exhausting and uncomfortable procedure does not leave the employee the opportunity to relax once he has achieved a high mark.
In addition, HP has established a powerful mechanism called "Pay Now" (a policy against long-term debt). From the point of view of sophisticated financial models, such a policy seems completely irrational, since a company like HP absolutely needs to use borrowed funds to increase its value. However, such models fail to capture the powerful internal effect of not being indebted: it reinforces discipline. By ditching long-term borrowing to finance growth, HP forced itself to find only internal reserves to support 20% annual growth (not to mention a 10% R&D charge on sales). Such a mechanism may be considered irrational, but it has produced a whole company of incredibly disciplined leaders who can operate at a level of efficiency and frugality that is usually characteristic of small, limited companies. Here's how one of HP's VPs put it:
“The 'Pay Now' philosophy ensures exceptional discipline throughout the company. If you want upgrades, you need to tighten your belts. It is one of the most powerful, albeit least understood, factors affecting everyone.”
What about comparison companies? We haven't been able to find any evidence that they used the mechanisms of creating an atmosphere of discomfort to the same extent as the great companies. Strict self-discipline does not appear consistently in their history. Some of them consciously sought comfort, occasionally milking the company at the expense of long-term development, a behavior that is almost uncharacteristic of companies with vision.
CREATE FOR THE FUTURE (AND PROSPER TODAY)
Imagine yourself in the place of Hewlett and Packard in 1946. You have a small company, less than 10 years old. You just experienced a 50% drop in income when defense orders dried up at the end of World War II. An imminent cash crunch threatens to bring the company to an end, and there is no prospect in the commercial markets that will immediately solve the problem. Here is how David Packard described the situation:
“We were celebrating the end of the war, but at the same time we were well aware of what a problem this is for us. Our sales in 1946 had fallen from $1.5 million by about half and, as I recall, we were extremely concerned about whether we could survive.
What would you do in such a situation? How did they do? First, they cut wages by 20%. Faced with the disappearance of government contracts, they were forced to downsize simply to survive. Second, they vowed that they would never again allow themselves to become overly dependent on seasonal government orders.
However, Hewlett and Packard did not stop there. For a company reeling from a 40% drop in sales, they made a bold and far-sighted decision: capitalizing on the fact that all defense companies were having a hard time, they set out to recruit the most talented scientists and engineers from among those who during the war were employed in defense laboratories. They also decided to retain the most talented and valuable employees they already had, without making cuts that would have a devastating effect on the company in the long run. David Packard:
“Despite the fact that the business was going downhill, we made the decision to hire ... these young talented engineers. So Ralph Lee, Bruce Hawley, Art Fong, Horace Overaker and a few others were hired, just as the company was going downhill, because we were convinced that now was the time to get smart technical people.”
The decision was all the more remarkable because Hewlett and Packard were not convinced that the post-war business climate would prove favorable enough for their talented employees. It was a risk. In fact, in the first post-war years, the company painfully adjusted to the situation and began to grow rapidly only from 1950. However, over the next twenty years, HP's visionary decision in 1946 paid off handsomely as the engineering team introduced a host of innovative and profitable products.
As the company grew, Bill Hewlett and David Packard relentlessly stressed the importance of resisting the lure of a one-time profit at the expense of HP's long-term principles and prosperity. Thus, in 1976, Packard announced that an employee who violated HP's ethical principles for short-term gain would be immediately fired, without exception, regardless of the circumstances of the case or the damage that would be caused to the company as a direct result of the dismissal. The reputation of the company, according to Packard, must be impeccable under any circumstances. At the same time, Hewlett and Packard never believed that a long-term orientation could be a reason for reducing efforts and complacency this year. Here are two quotes from Packard's speech to company managers (1970s).
Fifty Year Plan
“By remaining committed to the principles that have guided us for 50 years, we can be sure that success will not leave us in the next 50 years. On behalf of Bill and myself, we are very, very proud of what you do and hope you can do even better in the future.”
Yearly perspective
“Today, making a profit is no more difficult than it will be tomorrow. Actions that reduce current profits in the hope of future profits are very rarely successful. Such actions are almost always the result of wishful thinking and almost always fail to achieve an overall optimal outcome.
To be fair, Patrick Haggarty - Packard's opponent at Texas Instruments - also ran his company from a long-term perspective. In 1946, he also hired leading scientists from research laboratories - although TI was not in such a desperate crisis as HP.
However, with the departure of Haggarty, TI veered away from the course that HP continued to follow, which was to plan fifty years ahead while achieving excellent results this year. In the 1970s, TI, unlike HP, began to introduce cheap consumer products to the market and resort to large and unexpected price cuts - often at the expense of its dealers - in an effort to capture more market share. As one dealer put it in 1979, "TI is so preoccupied with cutting prices that it neglects quality in its fight for the customer." The strategy failed, resulting in financial losses and reputational damage. If HP has never lost touch with reality in the short or long term, TI's pursuit of expansion and growth has undermined its reputation for superior product innovation and dealt a severe blow to its future.
HP and TI illustrate one of the key differences between great companies and comparison companies. Great companies continually invest, build, and manage with an eye to the future, more so than comparable companies. "Long term" for a great company does not mean five or ten years. This means many decades - more like fifty years. But it also takes today into account.
Again, a comfortable existence is not the goal of a company with a vision.
Long-term investments of great companies
The study shows that far-sighted companies invest in the future to a much greater extent than comparison companies. An analysis of annual financial statements dating back to 1915 shows large, relative to comparison companies, investments in new property, plants and equipment, expressed as a percentage of annual sales (in 13 out of 15 cases). Successful companies also reinvested a larger percentage of profits and paid smaller dividends (in 12 out of 15 cases, plus one pair where the difference is imperceptible).
Very few of the companies surveyed reported R&D spending as a separate line item for a long time, and some (like Wal-Mart) had no R&D spending at all in the conventional sense. However, in the couples we have information about, the great companies spent a higher percentage of their sales on R&D in each case (8 cases out of 8).27 In the pharmaceutical industry, where research is probably the most important factor in long-term prosperity, our successful companies invested 30% more in R&D than our peers (in % of sales). Thus, Merck consistently invested in R&D more than Pfizer's percentage of sales since the 1940s, and more than any other company in the industry since the late 1960s, which explains Merck's dominance in the 1980s. years.
In addition, great companies invested much more heavily in human capital through massive recruitment, training, and professional development programs. Merck, 3M, P&G, Motorola, GE, Disney, Marriott and IBM have made significant investments in their "universities" and "learning centers" for intensive training and development programs. (Comparison companies also invested in training, but either later or to a lesser extent.) For example, Motorola allocates a forty-hour week each year to train each employee and requires each division to spend 1.5% of their salary on this. All Merck managers go through a three-day training in hiring and interviewing techniques; CEO Roy Vagelos typically starts meetings by asking, “Who have you recently hired?” In general, great companies tended to be much more thorough and detailed in their selection process, which required a significant amount of time on the part of specialists and managers. For example, in HP, potential new employees go through at least 8 interviews with employees of the department in which they will have to work.
Finally, the great companies invested earlier and more actively than the comparison companies in areas such as technical know-how, new technologies, new management methods, and modern industry standards. Without waiting for the world around them to make their demands, great companies seek to learn new tricks. Throughout its history, GE has adopted new management practices - management by objectives, decentralization, empowerment - earlier than Westinghouse. GE has always been one step ahead in applying the latest management techniques. In 1956, the company published and distributed to its managers a two-volume work titled Some Classics of Professional Management, containing 36 sections presenting the most significant thoughts in the field of management at that time.
Merck fully mastered the principle of "zero defect" under "total quality management" back in 1965. The company was one of the first to use the Monte Carlo computer simulation-based financial analysis technique, which made it possible to make strategic decisions for very long time periods. Philip Morris adopted modern manufacturing technology faster than RJR, especially from 1960 to 1985. Motorola was committed to new technologies designed for the future, Zenith waited until the market forced it to do the same. Investments in new film production technologies were commonplace for Walt Disney, which was quick to jump at them while its competitors were wary of their possible shortcomings. Citicorp consistently invested in new ways of working ahead of Chase Manhattan, in some cases as much as 30 years:
Techniques that Citicorp used before Chase Manhattan
Profit and loss statement for each division
merit award
Manager training programs
College student recruitment programs
Industry structure (instead of geographic)
Nationwide coverage
ATMs
Credit cards
Retail branches
Foreign branches
The comparison companies were not only slower and more indecisive, but in many cases their management shied away from investing in the future, or worse, sucked the juice out of the company at critical times. In particular, during the 1970s and 1980s, while Philip Morris invested relentlessly in achieving its goal of becoming number one (see Chapter 5), RJR executives viewed it only as a platform for their own enrichment and elevation. They bought a squadron of jet aircraft (RJR Air Force), built expensive hangars (the Taj Mahal of corporate aircraft hangars), erected elaborate and unnecessary offices (nicknamed the "glass menagerie"), and decorated them with antique furniture and fine art. arts (as one contractor put it, "the only company I've worked for that didn't care about estimates") sponsored famous athletes and competitions of questionable marketing value. When asked about the feasibility of these costs, CEO F. Ross Johnson replied, "A few million don't make a difference."
McDonnell Douglas has consistently demonstrated a short-sighted, fanatical focus on short-term performance that has prevented bold moves into the future (including doubts about jet aircraft). By the early 1970s, this conservatism had become a hallmark of the company. An article in Business Week (1978) described McDonnell Douglas as "obsessed with stinginess" and described how its conservative and short-term focus on the last line of the bill led to the abandonment of the development of a new generation of jetliners: "Known for its frugality and discretion, McDonnell Douglas is focused rather on repeating what has already been done ... rather than launching expensive programs of new developments. The difference between Boeing's "futuristic ambition" and McDonnell Douglas' "stingy conservatism" has been expressed in key decisions for more than half a century.
For decades, Colgate has neglected to invest in new product development, marketing programs, and facility upgrades. Excerpts from Forbes and Fortune give an idea of this:
1966: “Successful new product launches require a well-functioning marketing machine. After 22 years of Little's rule (1938-1960), Colgate simply didn't have one. The devastating program that Lesh launched was designed to produce in one night something that P & G spent 30 years creating and debugging ”;
1969: “The company hasn't released new products in years. They did not even exist in the project, so from 1956 to 1960, Colgate's sales in the domestic market fell sharply ”;
1982: "Colgate is the only consumer market company in the country with no major new product plans";
1987: “Incomes from the core business became the backbone of Foster's acquisitions. This led to the exhaustion and suppression of such important programs as the development of new products and the modernization of production”;
1991: “Creating revolutionary products is costly. But, being a complete miser, Mark may not want to pay the price that all other companies pay. Colgate allocates less than 2% of turnover to R&D. Compare with nearly 3% for P&G.”
MARRIOTT VS HOWARD JOHNSON: THE DECLINE OF THE GREAT AMERICAN FRANCHISE
In 1960, Howard Johnson Sr. unexpectedly left the company he had built, passing it into the hands of his son. One of the old employees said: “I have never seen anything like this. Most people don't want to give up their life's work so easily. And he just took it and left, and that’s it.” Johnson left one of the most famous companies, consisting of seven hundred restaurants and hotels located along the highways across the country with their eye-catching orange roofs, so beloved in Central America. J. Willard Marriott Jr. said at the time that he hoped the company he inherited from his father could one day be as successful as Howard Johnson. By 1985, Marriott had not only become as successful, but far surpassed it - more than seven times.
What happened? The answer lies in contrasting Marriott's rigorous self-discipline as a machine of continuous self-improvement with the complacency of Howard Johnson. As Johnson Jr. said in a 1975 interview, “We react to events and do not seek to predict the future. You can't look very far ahead in this business, except maybe a couple of years." Unlike Marriott, Howard Johnson did not go the route of investing in restaurants and hotels targeted at specific market segments, and over time became "segmented to death." While Marriott continued to invest in the future even during times of recession, Howard Johnson became overly focused on cost control, efficiency and short-term financial performance. Marriott diligently and continuously improved the quality and value of its services, and Howard Johnson became "a notorious overpriced, overstaffed purveyor of tasteless food, whose wings have been clipped by outdated ideas." A former company executive said: "Ho Jo always had ideas about improving restaurants and hotels, but they never wanted to spend money on it." An executive from the Imperial Group, which bought Howard Johnson in 1979, explained why they sold the company six years later for half its original price:
“Profits were artificially inflated. They neglected to reinvest. They trembled over every penny of staff, menu and refurbishment costs. It looked like skimming the cream by not reinvesting.”
At some point, Johnson Jr. moved to the elegant office of Rockefeller Center in New York (with the rest of the leadership left in Boston) and began to spend most of his time spinning in high society. As one competitor noted:
“Every time I met with Howard Johnson, he would start talking about his cost cutting plans. I think he spent too little time on his restaurants. If he had dined at them more often than at 21 (a fashionable New York restaurant), he would have learned a lot.
In contrast, Marriott Jr. led a relatively modest life, guided by what he called the "Mormon work ethic" (seventy hours a week) and each year visited up to 200 company sites, expecting the same work schedule from other executives.
More importantly, Marriott Jr. made his personal desire for progress the essence of the organization. Here is a summary of Marriott's improvement incentives during his tenure (there was nothing like this at Howard Johnson):
The Guest Service Index (GSI) was compiled from customer feedback and a detailed survey of randomly selected consumers. Managers have the ability to monitor their index via computer and make adjustments accordingly. GSI reports affect the amount of remuneration and promotion prospects.
Annual appraisal of employees, including managers.
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What is more important: love or charm? How to answer this question? Because of meeting me, the young spellcaster, heir to the Vanderfield dynasty and a brilliant student at the Metropolitan Academy, lost the main competition of his life. Because of the first meeting with this damned snob, I, an empty girl from the outskirts, acquired magical spells. He lost his future because of me. Because of him, I lost myself. We were connected by lastfata - a secret that can change the world. Or something more?
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Deep Stubbs. The dark twin has one secret - in the past he experienced a tragedy for which he blames only himself. He, too, craves Kat, but hides his fear of rejection behind an impenetrable wall of sarcasm. For if he allows himself to get close to someone, then the unbearable pain that he suffered once can be repeated.
In a 6-year study sponsored by the Stanford Business School, Collins and Porras studied long-lived great companies head-to-head with their competitors, all the while asking, “What makes truly great companies different from other companies.”
Filled with hundreds of case studies presented in a coherent model of practical concepts accessible to leaders and entrepreneurs of all ranks, this book is a brilliant guide to building organizations that can thrive throughout the 21st century and beyond.
book characteristics
Date of writing: 1994
Transfer date: 2014
Name:
Volume: 359 pages
Translator: Vitaly Mishuchkov
Copyright holder: Mann, Ivanov and Ferber
Foreword to Built to Last
This book has two backgrounds. At first there was a question - like many
book, this one also spawned a question from a student. At the beginning of his teaching
business school at Stanford University
I read a course on entrepreneurship and small business skeptically
configured group of future MBA specialists. One of the listeners
challenged me:
"Jim, there's something about your course that doesn't suit me." you kinda like
teach how to build a great company from scratch, and cite remakes as an example,
like Apple Computer. No, I have nothing against Apple, - continued
stings a young woman, but who knows if she will be among the
great and enduring? If yes, then it will be an example of a wonderful
entrepreneurial success, but it is too early to predict whether it will
a reputation as strong as that of IBM, GE or Johnson & Johnson. More
moreover, - and here she even tapped her finger on the table for greater expression
efficiency - where is the confidence that this or that company has succeeded
Is it because of the recipe you are posting? Maybe she just
lucky. Apple II in 1977 and Macintosh in 1984...yes, it's likely
that the company has succeeded not because of management, but in spite of it.
Yes, rapid growth and early success cover many sins. What
if, under the guise of good advice, I fed the students a deadly poison?
A colleague, even before the start of the course, advised me not to answer such questions.
some questions, silently pretending to be smart, but I was thirty-one years old,
I was not much different from a student, and therefore, after a long pause, I said:
— Great question. I'll figure it out and tell you what happened.
To know that in order to fulfill a rash promise, it will take
six years of work and dozens of pages of printed text.
The brain swelled up. The student turned out to be right: how to determine which
it is the factors that distinguish the success story of a truly great company
from any other? Why a handful of Sam Walton's dime stores
turned into Wal-Mart? Why a bunch of engineers assembled by Masaru
Ibuka in a building damaged during a raid (Tokyo, 1945), at first
who managed to invent only a useless rice cooker, eventually turning
worked for Sony Corporation? Why Thomas Watson Sr. turned
small and unproductive Computing Tabulating Recording
Company to International Business Machines Corporation, now IBM? And head-
ny question: what distinguishes these companies from others, at first as
Or even more fortunate ones? I didn't have a ready answer.
Meanwhile, almost in the next office, unknown to me,
The second prehistory of this book began. The second root sprouted. My
colleague Jerry Porras devoted twenty-five years to studying the issue
about what changes are needed by organizations so that employees
became more comfortable in them, and the results were more effective. When he started
to collect his research almost a lifetime, it turned out
that an important piece of the puzzle is missing: the factor that
the company remains healthy and prosperous.
Looking through the century-old history of venerable companies,
eat: in general, all decent organizations use similar techniques
and methods, but few achieve greatness. The practice of democratic
rule can be extended to the whole world, but the fact remains:
some peoples achieve historical greatness and dominance, while others,
with the same state structure, no. Most universities
Tets give the same program, taking an example from each other, but not enough
who will rise to the level of Harvard, Stanford or Berkeley. All major
newspapers operate according to the same rules of journalism, but who
comparable in influence to the New York Times and the Wall Street Journal? Mayo Clinic,
Marine Corps, Habitat for Humanity, Salvation Army - non-
many “chosen” organizations are woven into the infrastructure of the public
so that the modern world is unimaginable without them.
The same pattern can be traced in the fate of corporations. Principles
scientific management, fundamental elements of statistical
quality control, goal management, six sigma, decentralization,
reengineering, strategic planning - whatever you call it, the best
All major companies own our practices. But some become
great, while others are not, although the techniques are the same.
Review of the book:
“If you want to know how the greatest companies of our time were created, and why they are still alive today, then Built to Last will not disappoint you. I would recommend this book to many modern would-be leaders who, in the pursuit of momentary profit, forget that if a company does not have a vision or, if you like, a strategy, then it is doomed to stagnate for years. There are many ready-made recipes in the book for those who have not yet understood that only a long-term strategy gives truly great results. In addition, this book describes seemingly obvious techniques that any company can apply to significantly increase its potential. However, as practice shows, these "obvious" methods are not known even to company executives.
Read this book. Perhaps you will learn something from it that will allow you to create a second IBM.
Built to last Jim Collins, Jerry Porras
(No ratings yet)
Title: Built to Last
Author: Jim Collins, Jerry Porras
Year: 2002
Genre: Foreign business literature, Management, recruitment
About Built to Last by Jim Collins, Jerry Porras
There are many books on business and starting your own business. But not all of them can give real clues and provide a complete guide to action for a novice entrepreneur. Jim Collins' book, Built to Last, deserves special attention.
This work is based on a long and in-depth study, during which the author was able to determine the causes and postulates of real success. The information in this book compares favorably with what we are used to, in "Built to Last" you will find the history of the development of 18 largest corporations, analysis of their work and highlighted reasons for success, as well as an innovative approach to hiring.
For six years, Jim Collins studied the world's preeminent corporations with a long history. He opened his own business school at Stanford University, where he conducted the necessary research. The author studied the history of corporations and compared their work with other companies in the same market segment, wondering what makes them so special. In the end, he was able to identify the main causes and characteristics of success. This book is a must read for anyone who is or plans to start their own business.
In the work "Built to last" not only theory and analysis - the book provides a specific method of action for directors and owners of any business. The author filled the pages of the work with specific examples, on the basis of which he created the concept of successful business development, regardless of the size of the company and the current state of affairs. This is the best guide to designing an organization that will prosper and prosper not only in this century, but also in the next. In the course of his research, the author analyzed both large world-famous corporations and small start-ups that quickly took off and disappeared just as quickly. Through trial and error, he managed to create an ideal business scheme.
Today Jim Collins is one of the most famous business consultants, his trainings are popular all over the world. All of the author's methods are based on specific, existing examples, and before presenting them to the public, Collins conducts a thorough check and research. The book "Built to Last" has been a bestseller among business books for several years now, it is read and used in the work by large and small businessmen, entrepreneurs of any kind of activity.
On our site about books lifeinbooks.net you can download for free without registration or read online the book Built to Last by Jim Collins, Jerry Porras in epub, fb2, txt, rtf, pdf formats for iPad, iPhone, Android and Kindle. The book will give you a lot of pleasant moments and a real pleasure to read. You can buy the full version from our partner. Also, here you will find the latest news from the literary world, learn the biography of your favorite authors. For novice writers, there is a separate section with useful tips and tricks, interesting articles, thanks to which you can try your hand at writing.
