sexta-feira, junho 16, 2006

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

Um excelente livro sobre as qualidades intrínsecas que os grandes negócios possuem que os conduzem à excelência. A qualidade da administração, o foco no seu core business, a comunicação com o mercado ou as relações entre colaboradores, são alguns factores que Jim Collins encontrou para justificar o desempenho espectacular de 11 empresas que deram o salto.

Este é um trabalho pertinente para quem procura avaliar as qualidades subjectivas de um determinado negócio para além dos números dos relatórios financeiros na linha do que Phil Fisher fazia e como bem explicou em Common Stocks and Uncommon Profits and Other Writings.'s Best of 2001Five 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. 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. Like Built to Last, Good to Great is one of those books that managers and CEOs will be reading and rereading for years to come.

Harry C. Edwards

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