But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study For years, this question preyed on the mind of Jim Collins. The Challenge 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.

The findings will surprise many readers and, quite frankly, upset others. To find the keys to greatness, Collins’s 21-person research team read and coded 6,000 articles, generated more than 2,000 pages of interview transcripts and created 384 megabytes of computer data in a five-year project. You can read this before Good to Great: Why Some Companies Make the Leap… and Others Don’t PDF EPUB full Download at the bottom. Here is a quick description and cover image of book Good to Great: Why Some Companies Make the Leap… and Others Don’t written by James C. Good to Great: Why Some Companies Make the Leap.Brief Summary of Book: Good to Great: Why Some Companies Make the Leap… and Others Don’t by James C. The comparison CEOs often did just the opposite-they looked in the mirror to take credit for success, but out the window to assign blame for disappointing results.” When things go poorly, however, they look in the mirror and blame themselves, taking full responsibility. Level 5 leaders look out the window to attribute success to factors other than themselves.Level 5 leaders display a workmanlike diligence-more plow horse than show horse.They are resolved to do whatever it takes to make the company great, no matter how big or hard the decisions. Level 5 leaders are fanatically driven, infected with an incurable need to produce sustained results.In contrast, two thirds of the comparison companies had leaders with gargantuan personal egos that contributed to the demise or continued mediocrity of the company. Level 5 leaders display a compelling modesty, are self-effacing and understated.Level 5 leaders set up their successors for even greater success in the next generation, whereas egocentric Level 4 leaders often set up their successors for failure.They are ambitious, to be sure, but ambitious first and foremost for the company, not themselves. Level 5 leaders embody a paradoxical mix of personal humility and professional will. “Level 5” refers to a five-level hierarchy of executive capabilities, with Level 5 at the top.“Every good-to-great company had Level 5 leadership during the pivotal transition years.

Good to great by james c collins