The result of a five-year study of companies that rose to the top and stayed there, GOOD TO GREAT identifies the characteristics that lead to success in business. Collins, also the author of BUILT TO LAST (2002), offers ways that companies can plan and change in order to make the climb with confidence over the long term. Eleven companies--out of the original 1,435 examined--are discussed in detail, including Wells Fargo, Fannie Mae, Walgreens, and Kimberley-Clark. Topics covered include "Level 5 Leadership", "A Culture of Discipline", and "Technology Accelerators."

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 very beginning.
But what about companies that are not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? Are there those that convert mediocrity or worse into long-term superiority? If so, what are the distinguishing characteristics that cause a company to go from good to great?
Over five years, Jim Collins and his research team have analyzed the histories of 28 companies, discovering why some companies make the leap and others don't. The findings include:
Level 5 Leadership: A surprising style, required for greatness.
The Hedgehog Concept: Finding your three circles, to transcend the curse of competence.
A Culture of Discipline: The alchemy of great results.
Technology Accelerators: How good-to-great companies think differently about technology.
The Flywheel and the Doom Loop: Why those who do radical restructuring fail to make the leap.
Read by the author.

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 very beginning.
But what about companies that are not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? Are there those that convert mediocrity or worse into long-term superiority? If so, what are the distinguishing characteristics that cause a company to go from good to great?
Over five years, Jim Collins and his research team have analyzed the histories of 28 companies, discovering why some companies make the leap and others don't. The findings include:
Level 5 Leadership: A surprising style, required for greatness.
The Hedgehog Concept: Finding your three circles, to transcend the curse of competence.
A Culture of Discipline: The alchemy of great results.
Technology Accelerators: How good-to-great companies think differently about technology.
The Flywheel and the Doom Loop: Why those who do radical restructuring fail to make the leap.
Read by the author.