TY - BOOK ID - 1412837 TI - Good to great : why some companies make the leap . . . and others don't PY - 2001 SN - 0066620996 9780066620992 PB - Glasgow: HarperCollins, DB - UniCat KW - Business management KW - management KW - bedrijfsbeleid KW - Leadership. KW - Strategic planning. KW - Organizational change. KW - Technological innovations KW - Leadership KW - Planification stratégique KW - Changement organisationnel KW - Innovations KW - Management. KW - Gestion KW - Leadership Leadership KW - Changement Verandering KW - Performance Prestatie KW - Organisation Organisatie KW - Management Management KW - Technologie Technologie KW - Compétences Bevoegdheden KW - 65.012.4 KW - 658 KW - bedrijfsreorganisatie KW - bedrijfsstrategie KW - entrepreneurship KW - technologie KW - Management. Directorate. Technique and methods of management KW - Business management, administration. Commercial organization KW - 658 Business management, administration. Commercial organization KW - 65.012.4 Management. Directorate. Technique and methods of management KW - Organisaties ; management. KW - 334.7 KW - Bedrijfsorganisatie ; management KW - Economie ; organisatievormen en samenwerkingsverbanden, coöperaties KW - Planification stratégique KW - Organizational change KW - Strategic planning KW - Goal setting (Strategic planning) KW - Planning, Strategic KW - Strategic intent (Strategic planning) KW - Strategic management KW - Planning KW - Business planning KW - Change, Organizational KW - Organization development KW - Organizational development KW - Organizational innovation KW - Management KW - Organization KW - Manpower planning KW - Ability KW - Command of troops KW - Followership KW - Innovations technologiques KW - Gestion. KW - 658 Zaakvoering, administrat KW - Zaakvoering, administrat KW - Innovation UR - https://www.unicat.be/uniCat?func=search&query=sysid:1412837 AB - 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. ER -