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

저자: James C Collins
출판사: Princeton, N.J. : Recording for the Blind & Dyslexic, 2003.
판/형식:   오디오북 씨디 : &Lang.media.cda; : 영어모든 판과 형식 보기
데이터베이스:WorldCat
요약:
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;  더 읽기…
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자료 유형: 오디오북, 기타
문서 형식: 녹음
모든 저자 / 참여자: James C Collins
OCLC 번호: 51554791
메모: Originally published: New York, NY : HarperBusiness, c2001. 1st ed.
설명: 1 sound disc : digital, mono. ; 4 3/4 in.
내용: 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.
책임: Jim Collins.

초록:

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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