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

Auteur : James C Collins
Éditeur : Princeton, N.J. : Recording for the Blind & Dyslexic, 2003.
Édition/format :   Livre audio sur CD : CD audio : AnglaisVoir toutes les éditions et tous les formats
Base de données :WorldCat
Résumé :
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;  Lire la suite...
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Détails

Type d’ouvrage : Livre audio, etc.
Format : Enregistrement sonore
Tous les auteurs / collaborateurs : James C Collins
Numéro OCLC : 51554791
Notes : Originally published: New York, NY : HarperBusiness, c2001. 1st ed.
Description : 1 sound disc : digital, mono. ; 4 3/4 in.
Contenu : 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.
Responsabilité : Jim Collins.

Résumé :

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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Données liées


Primary Entity

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