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Built to Last: Successful Habits of Visionary Companies
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"This is not a book about charismatic visionary leaders. It is not about visionary product concepts or visionary products or visionary market insights. Nor is it about just having a corporate vision. This is a book about something far more important, enduring, and substantial. This is a book about visionary companies." So write Jim Collins and Jerry Porras in this groundbreaking book that shatters myths, provides new insights, and gives practical guidance to those who would like to build landmark companies that stand the test of time. Drawing upon a six-year research project at the Stanford University Graduate School of Business, Collins and Porras took eighteen truly exceptional and long-lasting companies -- they have an average age of nearly one hundred years and have outperformed the general stock market by a factor of fifteen since 1926 -- and studied each company in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day -- as start-ups, as midsize companies, and as large corporations. Throughout, the authors asked: "What makes the truly exceptional companies different from other companies?" What separates General Electric, 3M, Merck, Wal-Mart, Hewlett-Packard, Walt Disney, and Philip Morris from their rivals? How, for example, did Procter & Gamble, which began life substantially behind rival Colgate, eventually prevail as the premier institution in its industry? 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? How did Boeing unseat McDonnell Douglas as the world's best commercial aircraft company -- what did Boeing have that McDonnell Douglas lacked? 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.
368 pages, Hardcover
First published September 16,1994
This edition
- Format
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368 pages, Hardcover
- Published
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November 1, 2004 by Harper Business
- ISBN
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9780060566104
- ASIN
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0060566108
- Language
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English
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Great book! It will help and will change your mindset of how successful companies works.
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Extraordinario libro.
Considero que es obligatorio para cualquier persona que esté construyendo una empresa.
Obviamente es útil para cualquier empresario, pero aquellos emprendedores que quieran aprender de primera mano cómo las compañías visionarias hicieron para llegar donde están necesiten vivir esta experiencia.
-Core Values.
-Propósito defendido.
-Cultura empresarial.
-Estimular el progreso.
-Aceptar la genialidad del "Y".
Son algunas claves que empresas como 3M, Sony y Disney han aplicado a lo largo de su historia.
El libro está repleto de ejemplos y casos de estudio que puedes aplicar en cualquier momento.
Una verdadera guía de cómo construir una compañía visionaria.
Considero que es obligatorio para cualquier persona que esté construyendo una empresa.
Obviamente es útil para cualquier empresario, pero aquellos emprendedores que quieran aprender de primera mano cómo las compañías visionarias hicieron para llegar donde están necesiten vivir esta experiencia.
-Core Values.
-Propósito defendido.
-Cultura empresarial.
-Estimular el progreso.
-Aceptar la genialidad del "Y".
Son algunas claves que empresas como 3M, Sony y Disney han aplicado a lo largo de su historia.
El libro está repleto de ejemplos y casos de estudio que puedes aplicar en cualquier momento.
Una verdadera guía de cómo construir una compañía visionaria.
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Used to know the author and read this book years ago. But his methodology and assumptions are questionable.
Critique from Daniel Kahneman, author of "Thinking, Fast and Slow"
https://delanceyplace.com/view-archiv...
It's easy to connect the dots backwards, as Steve Jobs once put it. Hindsight does not equal foresight.
Luck and timing matter far more than many want to admit.
For example, there were several personal computers that were superior to the IBM/MS version, but they were too early, not a market for them yet, so they ended up in the historical dustbin.
Critique from Daniel Kahneman, author of "Thinking, Fast and Slow"
https://delanceyplace.com/view-archiv...
It's easy to connect the dots backwards, as Steve Jobs once put it. Hindsight does not equal foresight.
Luck and timing matter far more than many want to admit.
For example, there were several personal computers that were superior to the IBM/MS version, but they were too early, not a market for them yet, so they ended up in the historical dustbin.
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So far in business there are three highly respected books written about research performed on businesses and what makes them successful. The first would be In Search of Excellence. The second would be Built to Last and, finally, Good to Great.
Built to last compares companies within the same industry to see what makes one “visionary” and the other not so visionary. It looks at several different industries this way. The book acknowledges that there may be some flaws with its research but, in the end, the book gives the reader some ideas about what might make a company “Built to Last.”
The book gives us some basic history of different companies and tells us some of what made different CEOS tick. It is worth reading for just that information alone. It also makes some observations about what the more successful, in terms of being “Visionary,” companies have in common with each other.
Any aspiring CEO should be familiar with this study and this book. It provides some great fodder for thought. It also gives one a foundation from which a company which is built to last can be built.
I checked this book out from the Wharton County Library through their Inter-Library Loan (ILL) service. Support your local library.
Built to last compares companies within the same industry to see what makes one “visionary” and the other not so visionary. It looks at several different industries this way. The book acknowledges that there may be some flaws with its research but, in the end, the book gives the reader some ideas about what might make a company “Built to Last.”
The book gives us some basic history of different companies and tells us some of what made different CEOS tick. It is worth reading for just that information alone. It also makes some observations about what the more successful, in terms of being “Visionary,” companies have in common with each other.
Any aspiring CEO should be familiar with this study and this book. It provides some great fodder for thought. It also gives one a foundation from which a company which is built to last can be built.
I checked this book out from the Wharton County Library through their Inter-Library Loan (ILL) service. Support your local library.
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"The builders of visionary companies tend to be simple, some might even say simplistic, in their approaches to business. Yet simple does not mean easy."
This book is an ideal companion to Good to Great. Despite being written first, I would definitely read it after. Both are critical reading for managers and executives. They push you to think deeply about your team or company culture and brainstorm the best ways to improve it. I think Good to Great provided much more practical, actionable advice, while this was more of a reiteration of core concepts with research across longer periods of time. Useful, but not game-changing as compared to the follow-up.
One thing I appreciated about the particular edition I listened to was that it was recorded after Good to Great was published, so Jim Collins made an effort to point out where the concepts in the two intersect and reinforce each other. However, I would still contend if you're only going to read one Good to Great is the gold standard.
This book is an ideal companion to Good to Great. Despite being written first, I would definitely read it after. Both are critical reading for managers and executives. They push you to think deeply about your team or company culture and brainstorm the best ways to improve it. I think Good to Great provided much more practical, actionable advice, while this was more of a reiteration of core concepts with research across longer periods of time. Useful, but not game-changing as compared to the follow-up.
One thing I appreciated about the particular edition I listened to was that it was recorded after Good to Great was published, so Jim Collins made an effort to point out where the concepts in the two intersect and reinforce each other. However, I would still contend if you're only going to read one Good to Great is the gold standard.
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This book has a lot of great, actionable information for business leaders across any industry - particularly those businesses that are still in their infancy. The book is obviously well researched and the research and case studies can become a bit monotonous to get through after a while, but they do help provide a backbone of knowledge that brings the material to life in practical, realistic ways. It's tempting to copy direct strategies from the visionary companies featured in the book in order to build your own visionary company, but I'm sure that misses the point, and I found taking detailed notes throughout of big picture ideas (and reading them after each chapter) helped me from getting too lost in the details of the case studies and companies highlighted.
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Uno mas de la lista (los teóricamente recomendados por Jeff Bezos).
Me gustó el concepto, me parece un buen análisis "forense", y me parece que su gran aportación de valo, al menos para mí, es que nos ayuda a desmitificar el emprendimiento, que creo que en muchísimos casos resulta una imagen peligrosa y falaz.
Me gustó el concepto, me parece un buen análisis "forense", y me parece que su gran aportación de valo, al menos para mí, es que nos ayuda a desmitificar el emprendimiento, que creo que en muchísimos casos resulta una imagen peligrosa y falaz.
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