Good to Great: Why Some Companies Make the Leap... and Others Don't (Repost)

Good to Great: Why Some Companies Make the Leap... and Others Don't (Repost)

Good to Great: Why Some Companies Make the Leap… and Others Don't By Jim Collins
Publisher: Har..perBu..sin..ess 2001 | 300 Pages | ISBN: 0066620996 | EPUB + PDF | 7 MB + 13 MB

Good to Great: Why Some Companies Make the Leap & Others Don't

189596
Jim Collins, «Good to Great: Why Some Companies Make the Leap… and Others Don't»
Collins | ISBN: 0066620996 | 2001-10 | 320 pages | PDF | 20 Mb

Making the transition from good to great doesn't require a high-profile CEO, the latest technology, innovative change management, or even a fine-tuned business strategy. At the heart of those rare and truly great companies was a corporate culture that rigorously found and promoted disciplined people to think and act in a disciplined manner. Peppered with dozens of stories and examples from the great and not so great, the book offers a well-reasoned road map to excellence that any organization would do well to consider.

Good to Great: Why Some Companies Make the Leap... and Others Don't (repost)

Good to Great: Why Some Companies Make the Leap... and Others Don't (repost)

Good to Great: Why Some Companies Make the Leap… and Others Don't By Jim Collins
2001 | 300 Pages | ISBN: 0066620996 | PDF | 21 MB

Five years ago, Jim Collins asked the question, "Can a good company become a great company and if so, how?" In Good to Great Collins, the author of Built to Last, concludes that it is possible, but finds there are no silver bullets. Collins and his team of researchers began their quest by sorting through a list of 1,435 companies, looking for those that made substantial improvements in their performance over time. They finally settled on 11–including Fannie Mae, Gillette, Walgreens, and Wells Fargo–and discovered common traits that challenged many of the conventional notions of corporate success.

Good to Great: Why Some Companies Make the Leap... and Others Don't (Repost)

Good to Great: Why Some Companies Make the Leap... and Others Don't (Repost)

Jim Collins, "Good to Great: Why Some Companies Make the Leap… and Others Don't"
English | 2001-10-16 | ISBN: 0066620996 | 300 pages | EPUB + MOBI | 7 mb + 9 mb

Good to Great: Why Some Companies Make the Leap... and Others Don't (repost)

Good to Great: Why Some Companies Make the Leap... and Others Don't (repost)

Good to Great: Why Some Companies Make the Leap… and Others Don't
Publisher: Har..perBu..sin..ess 2001 | 300 Pages | ISBN: 0066620996 | PDF | 7 MB

Good to Great: Why Some Companies Make the Leap... and Others Don't (repost)

Good to Great: Why Some Companies Make the Leap... and Others Don't (repost)

Good to Great: Why Some Companies Make the Leap… and Others Don't By Jim Collins
English | 2001 | 300 Pages | ISBN: 0066620996 | PDF | 21 MB

Five years ago, Jim Collins asked the question, "Can a good company become a great company and if so, how?" In Good to Great Collins, the author of Built to Last, concludes that it is possible, but finds there are no silver bullets. Collins and his team of researchers began their quest by sorting through a list of 1,435 companies, looking for those that made substantial improvements in their performance over time. They finally settled on 11–including Fannie Mae, Gillette, Walgreens, and Wells Fargo–and discovered common traits that challenged many of the conventional notions of corporate success.

Good to Great: Why Some Companies Make the Leap... and Others Don't (Repost)

Good to Great: Why Some Companies Make the Leap... and Others Don't (Repost)

Jim Collins, "Good to Great: Why Some Companies Make the Leap… and Others Don't"
2001 | ISBN-10: 0066620996 | MOBI, EPUB, PDF | 300 pages | 9 + 7 + 21 MB

Good to Great: Why Some Companies Make the Leap...And Others Don't [repost]

Good to Great: Why Some Companies Make the Leap...And Others Don't [repost]

Good to Great: Why Some Companies Make the Leap…And Others Don't
Language: English | EPUB | ISBN-10: 0066620996 | 2011 | 300 pages | 7 MB

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.