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Good to great : why some companies make the leap--and others don't Titelvorschau
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Good to great : why some companies make the leap--and others don't

Verfasser/in: James C Collins
Verlag: Princeton, N.J. : Recording for the Blind & Dyslexic, 2003.
Ausgabe/Format   Hörbuch auf CD : Ton-CD : EnglischAlle Ausgaben und Formate anzeigen
Datenbank:WorldCat
Zusammenfassung:
The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: 1. Level 5 Leaders -- The research team wasshocked to discover the type of leadership required to achieve greatness; 2. The Hedgehog Concept (Simplicity within the Three Circles) -- To go from good to great requires transcending the curse of competence;  Weiterlesen…
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Medientyp: Hörbuch, usw.
Dokumenttyp: Tonaufnahme
Alle Autoren: James C Collins
OCLC-Nummer: 51554791
Anmerkungen: Originally published: New York, NY : HarperBusiness, c2001. 1st ed.
Beschreibung: 1 sound disc : digital, mono. ; 4 3/4 in.
Inhalt: Good is the enemy of great --
Level 5 leadership --
First who then what --
Confront the brutal facts (yet never lose faith) --
Hedgehog concept (simplicity within the three circles) --
Culture of discipline --
Technology accelerators --
Flywheel and the doom loop --
From good to great to built to last --
Epilogue, Frequently asked questions.
Verfasserangabe: Jim Collins.

Abstract:

The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: 1. Level 5 Leaders -- The research team wasshocked to discover the type of leadership required to achieve greatness; 2. The Hedgehog Concept (Simplicity within the Three Circles) -- To go from good to great requires transcending the curse of competence; 3. A Culture of Discipline -- When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results; 4. Technology Accelerators -- Good-to-great companies think differently about the role of technology; 5. The Flywheel and the Doom Loop -- Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.-Dust jacket.

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