MARC Record from marc_nuls

LEADER: 05466cam 22004334a 4500
001 9920355050001661
005 20181025141329.7
008 010423s2001 nyua b 001 0 eng
010 $a 2001024818
019 $a50386965$a51636785$a133155104$a608869615$a631952314$a732718754$a973269573$a978693331$a979201079$a993193078$a993211050$a993930951$a1000498161$a1000509433$a1005180081$a1016738015$a1016738027$a1016750568$a1016817624$a1048019170$a1054960245
020 $a9780066620992$q(hbk.)
020 $a0066620996$q(hbk.)
035 $a99978332373
035 $a(OCoLC)46835556$z(OCoLC)50386965$z(OCoLC)51636785$z(OCoLC)133155104$z(OCoLC)608869615$z(OCoLC)631952314$z(OCoLC)732718754$z(OCoLC)973269573$z(OCoLC)978693331$z(OCoLC)979201079$z(OCoLC)993193078$z(OCoLC)993211050$z(OCoLC)993930951$z(OCoLC)1000498161$z(OCoLC)1000509433$z(OCoLC)1005180081$z(OCoLC)1016738015$z(OCoLC)1016738027$z(OCoLC)1016750568$z(OCoLC)1016817624$z(OCoLC)1048019170$z(OCoLC)1054960245
035 $a(OCoLC)ocm46835556
040 $aDLC$beng$cDLC$dLVB$dDNF$dNOR$dPUL$dUBA$dBAKER$dBUR$dNLGGC$dYDXCP$dBTCTA$dITJCU$dWUOHS$dCKL$dUBY$dKAAUA$dDEBBG$dYUS$dBDX$dTXBXL$dOCLCF$dBEDGE$dWRA$dWIC$dOCLCQ$dUCX$dOCLCO$dOVY$dOCLCO$dOCLCQ$dOCLCO$dNDS$dOCLCO$dOCLCQ$dOCL$dOCLCO$dLTP$dOCLCO$dXFF$dOCLCO$dTDS$dOCLCO$dNZABT$dOCLCO$dWUN$dMNA$dOCLCO$dOCLCA$dTXLBH$dOCLCO$dTC@$dOCLCO$dCSO$dOCLCO$dCOF$dOCLCO$dDNV$dOCLCO$dWDA$dOCLCO$dIOJ$dOCLCO$dVYT$dOCLCO$dHN#$dOCLCO$dTAJ$dOCLCO$dP@N$dOCLCO$dCVM$dYXV$dOCLCO$dMMV$dOCLCO$dVGM$dOCLCO$dNJK$dOCLCO$dCUO$dOCLCO$dG3T$dOCLCO$dSFR$dBYV$dILM$dOCLCQ$dICN$dCSJ$dH$Y$dCSA$dGCB$dIOG$dTFF$dOI6$dOCLCO$dIKC$dOCLCO$dWRS$dOCLCO$dOKS$dOCLCO$dBUF$dOCLCO$dVSI$dOCLCO$dXBE$dOCLCQ$dGILDS$dOCLCO$dISN$dOCLCO$dOCLCQ$dOCLCO$dOCLCQ$dOCLCO$dCNO$dOCLCO$dULY$dMUC$dOCLCA$dOIP$dOCLCO$dMDT$dWID$dOCLCO$dANT$dNUS$dIS#$dMSL$dOCLCO$dXQF$dOCLCO$dMNXPV$dOCLCO$dCRU$dD4W$dFQG$dCPS$dERR$dOCLCQ$dCPO$dYCP$dOCLCO$dJVQ$dOCLCO$dSNN$dINT$dMAFCI$dOCLCQ$dTOF$dBGU$dOCLCO
042 $apcc
050 00 $aHD57.7$b.C645 2001
082 00 $a658$221
100 1 $aCollins, James C.$q(James Charles),$d1958-
245 10 $aGood to great :$bwhy some companies make the leap ... and others don't /$cJim Collins.
250 $a1st ed.
260 $aNew York, NY :$bHarperBusiness,$c2001.
300 $axii, 300 pages :$billustrations ;$c24 cm.
336 $atext$btxt$2rdacontent
337 $aunmediated$bn$2rdamedia
338 $avolume$bnc$2rdacarrier
490 1 $aProfessional development collection
504 $aIncludes bibliographical references (pages 261-286) and index.
505 0 $aGood is the enemy of great -- Level 5 leadership -- First who ... then what -- Confront the brutal facts (yet never lose faith) -- The hedgehog concept (simplicity within the three circles) -- A culture of discipline -- Technology accelerators -- The flywheel and the doom loop -- From good to great to built to last -- Epilogue: Frequently asked questions.
520 $aBuilt to Last 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 the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? 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 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 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 of the Good to Great study include: the research team was shocked to discover the type of leadership required to achieve greatness; to go from good to great requires transcending the curse of competence; when you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results; good-to-great companies think differently about the role of technology; and those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.
650 0 $aLeadership.
650 0 $aStrategic planning.
650 0 $aOrganizational change.
650 0 $aTechnological innovations$xManagement.
650 0 $aSuccess in business$vCase studies.
830 0 $aProfessional development collection.
947 $hCIRCSTACKS$r31786103130677
980 $a99978332373