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Great by Choice: Uncertainty, Chaos, and Luck--Why Some Thrive Despite Them All (Good to Great, 5) Hardcover – Illustrated, October 11, 2011
Purchase options and add-ons
- Print length320 pages
- LanguageEnglish
- PublisherHarper Business
- Publication dateOctober 11, 2011
- Dimensions6 x 0.95 x 9 inches
- ISBN-100062120999
- ISBN-13978-0062120991
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Editorial Reviews
Amazon.com Review
Jim Collins on the Writing Process
When I first embarked on a career that required writing, I devoured dozens of books about the process of writing. I soon realized that each writer has weird tricks and idiosyncratic methods. Some wrote late at night, in the tranquil bubble of solitude created by a sleeping world, while others preferred first morning light. Some cranked out three pages a day, workmanlike, whereas others worked in extended bursts followed by catatonic exhaustion. Some preferred the monastic discipline of facing cinder-block walls, while others preferred soaring views.
I quickly learned that I had to discover my own methods. Most useful, I realized that I have different brains at different times of day. In the morning, I have a creative brain; in the evening, I have a critical brain. If I try to edit in the morning, I’m too creative, and if I try to create in the evening, I’m too critical. So, I go at writing like a two piston machine: create in the morning, edit in the evening, create in the morning, edit in the evening…
Yet all writers seem to agree on one point: writing well is desperately difficult, and it never gets easier. It’s like running: if you push your limits, you can become a faster runner, but you will always suffer. In nonfiction, writing is thinking; if I can’t make the words work, that means I don’t know yet what I think. Sometimes after toiling in a quagmire for dozens (or hundreds) of hours I throw the whole effort into the wastebasket and start with a blank page. When I sheepishly shared this wastebasket strategy with the great management writer Peter Drucker, he made me feel much better when he exclaimed, “Ah, that is immense progress!”
The final months of completing Great by Choice required seven days a week effort, with numerous all-nighters. I had naively hoped after writing Good to Great that perhaps I had learned enough about writing that this work might not require descending deep into the dark cave of despair. Alas, the cave of darkness is the only path to producing the best work; there is no easy path, no shorter path, no path of less suffering. Winston Churchill once said that writing a book goes through five phases. In phase one, it is a novelty or a toy; by phase five, it is a tyrant ruling your life, and just as you are about to be reconciled to your servitude, you kill the monster and fling him to the public. And so, exiting the caving blinking in the sunlight, we’ve killed the monster and hereby fling. We love this book, and have great passion about sharing it with the world—making all the suffering worthwhile.
A Q&A with Morten T. Hansen
Q: How did you and Jim develop ideas together during the research?
Hansen: During our hundreds of research meetings—what we called “chimposiums” (as when two curious chimps get together), Jim and I probed the data, exchanged views, and debated vigorously. We didn't always agree, in which case we did some more analysis to get to the main findings we report in Great by Choice.
Q: Why did Great by Choice take nine years of effort?
Hansen: When Jim and I started out some nine years ago, we did not anticipate that it would take us this long, nor did we know what the results would be. We followed a simple principle—carry out the absolutely best research we could possibly do, no matter how long.
Q: Did you find what you expected, or surprises?
Hansen: The way we did the research was to explore why some companies attained great performance over the long-run while others did not. We did not start with any preconceived ideas and hypotheses about what made the difference. We let the data speak. What we found, and what we report in the book, surprised us a great deal. A few times we scratched our heads because we were so surprised, but that's what the data revealed.
Q: Did you have fun?
Hansen: Analyzing the data, debating, and arriving at some really interesting insights was a great deal of fun. It created joy in my life. It may not be everyone's idea of having a good time, but Jim and I always looked forward to our chimposiums. I hope you will enjoy Great by Choice as much as Jim and I enjoyed the research process!
Review
“A sensible, well-timed and precisely targeted message for companies shaken by macroeconomic crises” — Financial Times
“Collins and Hansen draw some interesting and counterintuitive conclusions from their research….far from a dry work of social science. Mr. Collins has a way with words, not least with metaphor.” — Wall Street Journal
Entrepreneurs and business leaders may find the concepts in this book useful for making choices to increase their odds of building a great company. — Booklist
From the Back Cover
The new study
Great by Choice distinguishes itself from Collins’s prior work by its focus not just on performance, but also on the type of unstable environments faced by leaders today.
With a team of more than twenty researchers, Collins and Hansen studied companies that rose to greatness—beating their industry indexes by a minimum of ten times over fifteen years—in environments characterized by big forces and rapid shifts that leaders could not predict or control. The research team then contrasted these “10X companies” to a carefully selected set of comparison companies that failed to achieve greatness in similarly extreme environments.
The new findings
The study results were full of provocative surprises. Such as:
- The best leaders were not more risk taking, more visionary, and more creative than the comparisons; they were more disciplined, more empirical, and more paranoid.
- Innovation by itself turns out not to be the trump card in a chaotic and uncertain world; more important is the ability to scale innovation, to blend creativity with discipline.
- Following the belief that leading in a “fast world” always requires “fast decisions” and “fast action” is a good way to get killed.
- The great companies changed less in reaction to a radically changing world than the comparison companies.
The authors challenge conventional wisdom with thought-provoking, sticky, and supremely practical concepts. They include: 10Xers; the 20 Mile March; Fire Bullets, Then Cannonballs; Leading above the Death Line; Zoom Out, Then Zoom In; and the SMaC Recipe.
Finally, in the last chapter, Collins and Hansen present their most provocative and original analysis: defining, quantifying, and studying the role of luck. The great companies and the leaders who built them were not luckier than the comparisons, but they did get a higher Return on Luck.
This book is classic Collins: contrarian, data-driven, and uplifting. He and Hansen show convincingly that, even in a chaotic and uncertain world, greatness happens by choice, not chance.
About the Author
Driven by a relentless curiosity, Jim Collins began his research and teaching career on the faculty at Stanford Graduate School of Business, where he received the Distinguished Teaching Award in 1992. In 1995, he founded a management laboratory in Boulder, Colorado, where he now conducts research and consults with executives from the corporate and social sectors. Jim holds degrees in business administration and mathematical sciences from Stanford University, and honorary doctoral degrees from the University of Colorado and the Peter F. Drucker Graduate School of Management at Claremont Graduate University. He has served as a teacher to senior executives and CEOs at over a hundred corporations. He has also worked with social sector organizations, such as: Johns Hopkins Medical School, the Girl Scouts of the USA, the Leadership Network of Churches, the American Association of K-12 School Superintendents, and the United States Marine Corps. In addition, Jim is an avid rock climber and has made one-day ascents of the North Face of Half Dome and the Nose route on the South Face of El Capitan in Yosemite Valley. He continues to climb at the 5.13 grade.
Morten T. Hansen is a management professor at the University of California, Berkeley (School of Information) and at INSEAD, France. Formerly a professor at the Harvard Business School, he holds a Ph.D. from the Graduate School of Business at Stanford University, where he was a Fulbright scholar and received the Jaedicke award for outstanding academic performance. Morten has also been a management consultant with the Boston Consulting Group in London, Stockholm and San Francisco. His award-winning research has been published in leading academic journals, and he is the winner of the Administrative Science Quarterly award for having made exceptional contributions to the field of organization studies. Morten has published several best-selling articles in the Harvard Business Review and is the author of the management book, Collaboration: How Leaders Avoid the Traps, Create Unity, and Reap Big Results. Morten regularly delivers keynote addresses and consults for companies across the world. A native of Norway and a former silver medalist in the Norwegian junior track and field championship, he lives in the San Francisco Bay Area with his wife and two daughters, and enjoys running, hiking and traveling.
Product details
- Publisher : Harper Business; Illustrated edition (October 11, 2011)
- Language : English
- Hardcover : 320 pages
- ISBN-10 : 0062120999
- ISBN-13 : 978-0062120991
- Item Weight : 1.26 pounds
- Dimensions : 6 x 0.95 x 9 inches
- Best Sellers Rank: #41,597 in Books (See Top 100 in Books)
- #57 in Company Business Profiles (Books)
- #285 in Business Management (Books)
- #431 in Leadership & Motivation
- Customer Reviews:
About the authors
Jim Collins is a student and teacher of what makes great companies tick, and a Socratic advisor to leaders in the business and social sectors. Having invested more than a quarter century in rigorous research, he has authored or coauthored a series of books that have sold in total more than 10 million copies worldwide. They include Good to Great, the #1 bestseller, which examines why some companies make the leap and others don’t; the enduring classic Built to Last, which discovers why some companies remain visionary for generations; How the Mighty Fall, which delves into how once-great companies can self-destruct; and Great by Choice, which uncovers the leadership behaviors for thriving in chaos and uncertainty. Jim has also published two monographs that extend the ideas in his primary books: Good to Great and the Social Sectors and Turning the Flywheel.
His most recent publication is BE 2.0 (Beyond Entrepreneurship 2.0), an ambitious upgrade of his very first book; it returns Jim to his original focus on small, entrepreneurial companies and honors his coauthor and mentor Bill Lazier.
Driven by a relentless curiosity, Jim began his research and teaching career on the faculty at the Stanford Graduate School of Business, where he received the Distinguished Teaching Award in 1992. In 1995, he founded a management laboratory in Boulder, Colorado, where he conducts research and engages with CEOs and senior-leadership teams.
In addition to his work in the business sector, Jim has a passion for learning and teaching in the social sectors, including education, healthcare, government, faith-based organizations, social ventures, and cause-driven nonprofits. In 2012 and 2013, he had the honor to serve a two-year appointment as the Class of 1951 Chair for the Study of Leadership at the United States Military Academy at West Point.
Jim holds a bachelor's degree in mathematical sciences and an MBA from Stanford University, and honorary doctoral degrees from the University of Colorado and the Peter F. Drucker Graduate School of Management at Claremont Graduate University. In 2017, Forbes selected Jim as one of the 100 Greatest Living Business Minds.
Morten T. Hansen is a management professor at the University of California, Berkeley (School of Information). Formerly a professor at the Harvard Business School and INSEAD (France), he holds a Ph.D. from the Graduate School of Business at Stanford University, where he was a Fulbright scholar and received the Jaedicke award. Morten Hansen has also been a management consultant with the Boston Consulting Group in London, Stockholm and San Francisco. His award-winning research has been published in leading academic journals, and he has published several best-selling articles in the Harvard Business Review. He is ranked among the top 50 management thinkers worldwide by Thinkers50.
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Learn more how customers reviews work on AmazonCustomers say
Customers find the book enjoyable and informative. They appreciate the insightful research and dedication to the factors that allow businesses to thrive. The writing is well-crafted and simple, making it easy for readers to understand. Readers find the book inspiring and encouraging, providing practical advice for leading in turbulent times. They mention the book provides consistent execution without overreaching or underachieving. Customers also praise the management style and leadership approach as new and effective. Overall, customers consider the book a valuable resource for improving management and leadership skills.
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Customers find the book easy to read and engaging. They appreciate the practical business processes and strategies. Many readers describe it as one of the best business books they have ever read and a must-read for today's chaotic environment.
"...I think Great by Choice is, Jim Collins’ best book...." Read more
"...you read all of the research data at the end, you'll find it to be a quick read that you can likely finish on a plane trip or in an afternoon." Read more
"...This is perhaps one of the best chapters as it describes how Collins and his team investigated the phenomenon of luck...." Read more
"...And most importantly the book empowers business owners, like myself, to realize that our fate to large degree; is in our own hands...." Read more
Customers find the book insightful and unique. They appreciate the dedication to the factors that allow businesses to thrive. The research notations and quotes from CEOs and founders are informative. The book explores new concepts like pacing company growth and being remembered. The findings are fascinating and surprising, with great human interest. The book has shaped their management practice and provided great ideas.
"...10X leadership as three important things: fanatic discipline; productive paranoia; empirical creativity. Every chapter ends the same way...." Read more
"...Leading above the Death Line: Learning how to effectively manage risk so that the risks your organization take never put it in mortal danger. -..." Read more
"...This book is classic Collins. Well researched, clearly describes and expertly packaged for executives to incorporate these concepts into their..." Read more
"...It takes a look at companies by comparing those who succeed and those who don't in difficult times...." Read more
Customers find the book well-written and easy to understand. They appreciate the simple language and clear explanations that make sense to the average reader. The author's reading style is also appreciated. Overall, readers find the writing quality good and the book flows smoothly.
"...with every book with Jim Collins’ name on the cover, this one is superbly written with dozens of well-told stories, liberally seasoned with facts...." Read more
"...Simple, accessible, easy to digest, and with some very actionable key concepts that you can immediately put to use...." Read more
"...This book is classic Collins. Well researched, clearly describes and expertly packaged for executives to incorporate these concepts into their..." Read more
"...All of Collins' books are interesting, hard to put down, and written with a passion for understanding the mechanisms of corporate success...." Read more
Customers find the book inspiring and practical for leading in turbulent times. They appreciate the disciplined approach and solid strategies that stand the test of time. The book provides strong messages, compelling case studies, and a clear language that resonates with them.
"...Next, they define 10X leadership as three important things: fanatic discipline; productive paranoia; empirical creativity...." Read more
"...Overall assessment: The book is a fitting companion to Built to Last, Good to Great, and How the Mighty Fall...." Read more
"...Also, they exemplified "fanatic discipline, empirical creativity and productive paranoia."..." Read more
"This is a very timely, inspiring, and practical book for leading in turbulent times...." Read more
Customers find the book's performance remarkable. They appreciate its consistent execution without overreaching or underachieving. The clear, rigorous performance mechanisms keep them on track and provide more success than erratic behavior. The book is an excellent follow-up to Collins' earlier works, providing practical business processes and strategies.
"...They phrase this philosophy as a commitment to high performance in difficult conditions and (this is important) “the discomfort of holding back in..." Read more
"...Because they are just so damn useful. They make the incredibly complex mechanics behind successful and not-so-successful organizations and leaders..." Read more
"...All of Collins' books are interesting, hard to put down, and written with a passion for understanding the mechanisms of corporate success...." Read more
"...to understand what it takes to go beyond the ordinary and achieve remarkable success. Highly recommended!" Read more
Customers find the book helpful for management and leadership. They say it helps them think about leadership and management in new ways, building great organizations. The book is good for mid-level managers and above, giving a lot of meaning to luck, inspiration, and spirit. It explores new concepts like pacing your company's growth and being cautious with new ideas.
"...news, as detailed in this book, is that it is not too late to turn around a strugling enterprise...." Read more
"This is a very timely, inspiring, and practical book for leading in turbulent times...." Read more
"...great companies, are very good at attracting, selecting, and assimilating good people...." Read more
"...This book explores new concepts like pacing your company's growth and being cautious with new business ventures, or as Collins calls them, the 20..." Read more
Customers appreciate the book's value. They find it insightful and say it adds value to share holders' investments year over year.
"...A bullet is a low-cost, low-risk, low-distraction trial. It’s what puts the “empirical” in “empirical creativity.”..." Read more
"...read all his previous works which are as amazingly wonderful, incredibly valuable, remarkably insightful, outstandingly unique and refreshingly eye-..." Read more
"...have kept the pace despite of all these and added value to share holders investments year over year." Read more
"...on 20 Miles A Day and Bullets Then Cannonballs alone are worth the price and the time. Read it and then read it again." Read more
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- Reviewed in the United States on February 6, 2017A couple of years ago, I picked up Jim Collins and Morten Hansen’s book Great by Choice: Uncertainty, Chaos, And Luck – Why Some Thrive Despite Them All to check a few facts. Two hours later, I was still reading. Recently, that happened again.
I realized that I never reviewed Great by Choice for my website, so I picked it up and, just like the last time, found myself still reading a couple of hours later. I think Great by Choice is, Jim Collins’ best book. The partnership with Morten Hansen makes the reasoning tighter and the research a bit broader than in Collins’ other books. Here’s the authors’ statement of what they want the book to achieve.
“First, we believe the future will remain unpredictable and the world unstable for the rest of our lives, and we wanted to understand the factors that distinguish great organizations, those that prevail against extreme odds, in such environments. Second, by looking at the best companies and their leaders in extreme environments, we gain insights that might otherwise remain hidden when studying leaders in more tranquil settings.”
The opening chapter, Thriving in Uncertainty, is an introduction to the book. The research is typical Jim Collins. He went looking for enterprises that had great performance over many years in a particularly turbulent environment and that started from a position of vulnerability.
In this chapter, the authors share their findings about five what they call “entrenched myths” that were disproved by their research. Here are the myths.
1. Successful leaders in a turbulent world are bold, risk-seeking visionaries.
2. Innovation distinguishes those companies that succeed in a fast-moving, uncertain and chaotic world.
3. A threat-filled world favors the speedy.
4. Radical change on the outside requires radical change on the inside.
5. Great enterprises have a lot better luck than other enterprises.
All of those, are false. So, what is this book about? It’s simple, Great by Choice will prepare you to succeed in a world that you cannot predict.
Chapter two is “10Xers.” That’s what the authors call the super successful and adaptable companies that they studied. The core of the chapter is the story of Roald Amundsen and his race to the South Pole. Next, they define 10X leadership as three important things: fanatic discipline; productive paranoia; empirical creativity.
Every chapter ends the same way. There’s a summary of key findings, of course, but also unexpected findings and another part called “One Key Question,” which they suggest you answer.
The authors call chapter three “The 20-Mile March” and it’s about having concrete, clear, and rigorous performance mechanisms that keep you on track. They phrase this philosophy as a commitment to high performance in difficult conditions and (this is important) “the discomfort of holding back in good conditions.”
This all made sense to me. I’m a proponent of getting a little better, pushing forward, and making a little progress every day. The finding that I found surprising and helpful was that the idea of the 20-mile march also includes not pressing too hard ahead when conditions are good. It’s a continued steadiness. When times are good, stick to your discipline. Don’t try to go explosive.
Chapter four is titled “Fire Bullets, Then Cannonballs.” For the authors, a bullet is a test that you make to determine what works. A bullet is a low-cost, low-risk, low-distraction trial. It’s what puts the “empirical” in “empirical creativity.”
This is what I learned in my early direct-response career. You test things. When those things work, you expand a little bit, but you also understand that many of the things you test won’t work.
Chapter five is “Leading above the Death Line.” The chapter is about risk in two areas. First, it is about the things you can do to minimize the risk of unforeseen and uncontrollable events. Then, the authors talk about three kinds of risk. Death line risk is where there’s a risk of destroying or severely damaging the enterprise. Asymmetric risk is where the downside is much larger than the upside. Uncontrollable risk is what it sounds like, something that can’t be either controlled or managed. The big takeaway for me is in the “One Key Question” that the authors suggested you ask about yourself and your enterprise: “How much time before the risk profile changes?”
Chapter six is about “SMaC.” SMaC stands for Specific, Methodical, and Consistent. The lessons in this chapter were a lot like the ones in “20-Mile March” chapter. The key point is that in an uncertain, fast-changing environment, you need to be specific, methodical, and consistent.
The final chapter is about “Return on Luck.” As you might expect, the basic thing to learn is you’re going to have good luck and you’re going to have bad luck, and what’s going to matter is what you do with it. That’s a lot like the message of a bevy of motivational speakers, but it’s still important. My mother had a question she asked in all kinds of situations: “What good can we make of this?” You improve your return on luck by asking questions like that
Bottom Line
As with every book with Jim Collins’ name on the cover, this one is superbly written with dozens of well-told stories, liberally seasoned with facts. What makes this book special is the tightness of the reasoning and the phrasing of the research. The big plus of this book, for me, was that this is not only about organizations. You can apply the things you find here to a career or a project or just about any part of life. You’re going to have luck. It’s what you do with it that matters. To find out how to do the best possible job dealing with the luck you get, read Great by Choice.
- Reviewed in the United States on October 26, 2011I admit it. I'm a total Jim Collins fanboy.
Ever since I first read the book Built to Last in 2002, I've been a willing member of the cult of Jim Collins. At my previous company, we took some of the ideas from Built to Last as inspiration for the process we used to uncover our organizational values. Then we later employed many of the principles from Collins' next book Good to Great as we further developed the positioning, brand, and culture.
While many of the Big Concepts (TM) expressed in these books may initially seem a bit cheesy and Overly Branded (TM), I've come to love and occasionally use some of the terms like BHAGs (Big Hairy Audacious Goals), the Tyranny of the OR, Level 5 Leadership, and my longtime favorite The Hedgehog Concept. Why?
Because they are just so damn useful. They make the incredibly complex mechanics behind successful and not-so-successful organizations and leaders simple and easy for anyone to understand. They are accessible ideas and you don't have to be a former management consultant with an MBA from Harvard in order to understand how to apply these principles to your own organization.
I'd go so far as to say that over the past fifteen years, no one has done more than Jim Collins to democratize the process of creating a great organization.
So when I found out that Jim Collins had a new book coming out, his first since the rather dark and depressing (but no less useful) How the Mighty Fall in 2009, and that he'd been working on this new book with his co-author Morten Hansen for the last nine years, I was ready for my next fix.
I finished the new book, entitled Great by Choice: Uncertainty, Chaos, and Luck--Why Some Thrive Despite Them All a few nights ago, and here are my thoughts.
This book comes from the same general neighborhood Collins explores in his previous books (I'd describe this neighborhood as "what makes some companies awesome and others... not so much"), but instead of simply rehashing the same principles, this book explores a particularly timely subject. From Chapter 1, here's how Collins and Hansen set up the premise:
"Why do some companies thrive in uncertainty, even chaos, and others do not? When buffeted by tumultuous events, when hit by big, fast-moving forces that we can neither predict nor control, what distinguishes those who perform exceptionally well from those who underperform or worse?"
In other words, what common characteristics are found in companies that thrive when the going gets wacky? (Times like, for instance... right now.)
In this book Collins and Hansen clearly did an immense amount of research to answer this question. In fact, as with Built to Last and Good to Great, the appendixes at the end "showing the math" for how they reached their conclusions take a third or more of the book.
Their research led to a set of companies that they refer to as the "10x" cases because, during the study period, these companies outperformed the rest of their industry by 10 times or more. After looking at over 20,000 companies, the final organizations that made the cut were Amgen, Biomet, Intel, Microsoft, Progressive Insurance, Southwest Airlines, and Stryker.
Now you may look at this list, as I did, and say to yourself, "Okay, I get Southwest Airlines and Progressive Insurance... but Microsoft????"
Well, as it turns out, the period they were studying wasn't up until the present day. Because this research began nine years ago, they were studying the companies from 1965 (or their founding date if it was later) until 2002. So in that context, the choice of Microsoft makes a lot more sense. In 2002, Microsoft was still firing on all cylinders.
I won't spoil the whole book for you, but Great by Choice has an entirely new set of Big Concepts (TM) that will help you understand the characteristics that set these companies apart from their peers. This time around, we are introduced to:
- The 20 Mile March: Consistent execution without overreaching in good times or underachieving in bad times.
- Firing Bullets, Then Cannonballs: Testing concepts in small ways and then making adjustments rather than placing big, unproven bets. But then placing big bets when you have figured out exactly where to aim.
- Leading above the Death Line: Learning how to effectively manage risk so that the risks your organization take never put it in mortal danger.
- Return on Luck: My favorite quote from the book perfectly articulates the concept: "The critical question is not whether you'll have luck, but what you do with the luck that you get."
Many of these concepts come with an awesome allegorical story to illustrate them. That's the great thing about a Jim Collins book: you can't always tell whether you are reading a business book or an adventure book. In this case Collins (who is also an avid rock climber himself) shares tales from an ill-fated Everest expedition, the race for the South Pole, and a near death climbing experience in Alaska interspersed with specific stories from the businesses he is profiling.
Overall assessment: The book is a fitting companion to Built to Last, Good to Great, and How the Mighty Fall. Simple, accessible, easy to digest, and with some very actionable key concepts that you can immediately put to use. And, unless you read all of the research data at the end, you'll find it to be a quick read that you can likely finish on a plane trip or in an afternoon.
Top reviews from other countries
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Alberto JuniorReviewed in Brazil on November 29, 2023
1.0 out of 5 stars Ruim porque tentei cancelar porque comprei uma edição em inglês por enganos e não consegui
Negativa, tentei efetuar o cancelamento pois comprei um edição em inglês e não percebi quando me atentei, pôr várias vez tentei cancelar, mas não consegui por isso minha insatisfação.
- Suzie BeaudoinReviewed in Canada on July 24, 2023
5.0 out of 5 stars Am a Fan!
Do read this book along with the others od the same series. Must have.
- Christoph RichterReviewed in Germany on May 4, 2020
5.0 out of 5 stars Fantastic insights!
This book has some fantastic business insights, and is based on great research instead of personal opinion. Totally recommended.
- A great readerReviewed in India on February 12, 2019
5.0 out of 5 stars A must read for every enterprenur and investor
Amazing book...I think this book shows how to be patient and slowly moving ahead with the goal of the company and always prepare for the worst and good things will take care of it self while running a company.this book shows a deep research and I don't understand why it got only 4.5 stars while it is surely worth 5 stars atleast for me.infact more than that. Jim Collins has contributed greatly by doing great research of data and why things occur on basis of that data has also been shown by him every now and than .I also read his other book good to great which was pretty amazing as well.
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Cliente de AmazonReviewed in Mexico on April 19, 2017
5.0 out of 5 stars Exlcente libro
Me interesó mucho el tema, quizá que esté disponible el título en español ayudará a que más personas lo aprovechará.