Turning the Flywheel: A Monograph to Accompany Good to Great

A companion guidebook to the number-one bestselling Good to Great, one of Jim Collins’ most memorable ideas that has been used across industries and the social sectors, focused on implementation of the flywheel concept, and with startups. The key to business success is not a single innovation or one plan.

. Building upon the flywheel concept introduced in his groundbreaking classic Good to Great, how to accelerate the flywheel’s momentum, Jim Collins teaches readers how to create their own flywheel, and how to stay on the flywheel in shifting markets and during times of turbulence. Combining research from his good to great labs and case studies from organizations like Amazon, Vanguard, and the Cleveland Clinic which have turned their flywheels with outstanding results, Collins demonstrates that successful organizations can disrupt the world around them—and reach unprecedented success—by employing the flywheel concept.

It is the act of turning the flywheel, slowly gaining momentum and eventually reaching a breakthrough.

Good to Great: Why Some Companies Make the Leap...And Others Don't

After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't. The hedgehog concept simplicity within the Three Circles: To go from good to great requires transcending the curse of competence.

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

Technology accelerators: Good-to-great companies think differently about the role of technology. The findings the findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. A culture of discipline: when you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results.

Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great? The Standards Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years.

The findings include:level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. How great? after the leap, including coca-cola, intel, better than twice the results delivered by a composite index of the world's greatest companies, General Electric, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, and Merck.

Great by Choice: Uncertainty, Chaos, and Luck--Why Some Thrive Despite Them All Good to Great Book 5

This book isclassic Collins: contrarian, data-driven and uplifting. Ten years after the worldwide bestseller good to great, buttressed by rigorous analysis and infused with engaging stories, Jim Collins returns withanother groundbreaking work, and others do not? Based on nine years of research, this time to ask: why do some companies thrive inuncertainty, Collins andhis colleague Morten Hansen enumerate the principles for building a truly greatenterprise in unpredictable, even chaos, tumultuous and fast-moving times.


Good To Great And The Social Sectors: A Monograph to Accompany Good to Great

Using information gathered from interviews with over 100 social sector leaders, Jim Collins shows that his "Level 5 Leader" and other good-to-great principles can help social sector organizations make the leap to greatness. Building upon the concepts introduced in Good to Great, Jim Collins answers the most commonly asked questions raised by his readers in the social sectors.


Built to Last: Successful Habits of Visionary Companies Good to Great Book 2

They examined the companies from their very beginnings to the present day -- as start-ups, as midsize companies, and as large corporations. Nor is it about just having a corporate vision. It is not about visionary product concepts or visionary products or visionary market insights. This is not a book about charismatic visionary leaders.

Throughout, for example, merck, the authors asked: "what makes the truly exceptional companies different from other companies?"what separates general electric, and philip morris from their rivals? How, eventually prevail as the premier institution in its industry? How was Motorola able to move from a humble battery repair business into integrated circuits and cellular communications, did Procter & Gamble, Hewlett-Packard, 3M, while Zenith never became dominant in anything other than TVs? How did Boeing unseat McDonnell Douglas as the world's best commercial aircraft company -- what did Boeing have that McDonnell Douglas lacked?By answering such questions, Walt Disney, which began life substantially behind rival Colgate, Wal-Mart, Collins and Porras go beyond the incessant barrage of management buzzwords and fads of the day to discover timeless qualities that have consistently distinguished out-standing companies.

This is a book about something far more important, enduring, and substantial. This is a book about visionary companies. So write jim collins and jerry porras in this groundbreaking book that shatters myths, provides new insights, and gives practical guidance to those who would like to build landmark companies that stand the test of time.

Drawing upon a six-year research project at the stanford university graduate school of Business, Collins and Porras took eighteen truly exceptional and long-lasting companies -- they have an average age of nearly one hundred years and have outperformed the general stock market by a factor of fifteen since 1926 -- and studied each company in direct comparison to one of its top competitors.

They also provide inspiration to all executives and entrepreneurs by destroying the false but widely accepted idea that only charismatic visionary leaders can build visionary companies.

How the Mighty Fall: And Why Some Companies Never Give In Good to Great Book 4

Anyone can fall and most eventually do. There is no law of nature that the most powerful will inevitably remain at the top. Every institution, no matter how great, is vulnerable to decline. Amidst the desolate landscape of fallen great companies, offering leaders the well-founded hope that they can learn how to stave off decline and, Collins confronts these questions, if they find themselves falling, Jim Collins began to wonder: How do the mighty fall? Can decline be detected early and avoided? How far can a company fall before the path toward doom becomes inevitable and unshakable? How can companies reverse course? In How the Mighty Fall, reverse their course.

But, as collins' research emphasizes, some companies do indeed recover—in some cases, coming back even stronger—even after having crashed into the depths of Stage 4. Decline can be reversed. Great companies can stumble, badly, and recover. Collins' research project—more than four years in duration—uncovered five step-wise stages of decline: Stage 1: Hubris Born of Success Stage 2: Undisciplined Pursuit of More Stage 3: Denial of Risk and Peril Stage 4: Grasping for Salvation Stage 5: Capitulation to Irrelevance or Death By understanding these stages of decline, leaders can substantially reduce their chances of falling all the way to the bottom.

The mighty can fall, but they can often rise again. Decline can be detected. We are not imprisoned by our circumstances, our history, or even our staggering defeats along the way.

Turning Goals into Results Harvard Business Review Classics: The Power of Catalytic Mechanisms

In this article, jim collins introduces the catalytic mechanism, a simple yet powerful managerial tool that helps turn lofty aspirations into reality. But the same catalytic mechanism that works in one organization won’t necessarily work in another. But they install layers of stultifying bureaucracy that prevent them from realizing it.

So, to help readers get started, Collins offers some general principles that support the process of building one effectively. Since 1922, harvard business Review has been a leading source of breakthrough ideas in management practice. The harvard business review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library.

Most executives have a big, hairy, audacious goal. The crucial link between objectives and results, this tool is a galvanizing, nonbureaucratic way to turn one into the other. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world.


What You Do Is Who You Are: How to Create Your Business Culture

In what you do is who you are, he turns his attention to a question crucial to every organization: how do you create and sustain the culture you want?To Horowitz, culture is how a company makes decisions. It’s not your marketing campaign. Who you are is what you do. Along the way, it answers a question fundamental to any organization: who are we? How do people talk about us when we’re not around? How do we treat our customers? Are we there for people in a pinch? Can we be trusted? Who you are is not the values you list on the wall.

Ben horowitz has long been fascinated by history, and particularly by how people behave differently than you’d expect. What you do is who you Are is a journey through culture, from ancient to modern. It is the set of assumptions employees use to resolve everyday problems: should I stay at the Red Roof Inn, or the Four Seasons? Should we discuss the color of this product for five minutes or thirty hours? If culture is not purposeful, it will be an accident or a mistake.

What you do is who you are explains how to make your culture purposeful by spotlighting four models of leadership and culture-building—the leader of the only successful slave revolt, Haiti’s Toussaint Louverture; the Samurai, who built the world’s largest empire; and Shaka Senghor, who ruled Japan for seven hundred years and shaped modern Japanese culture; Genghis Khan, a man convicted of murder who ran the most formidable prison gang in the yard and ultimately transformed prison culture.

Horowitz connects these leadership examples to modern case-studies, and how genghis khan’s vision of cultural inclusiveness has parallels in the work of Don Thompson, Travis Kalanick at Uber, and Hillary Clinton, the first African-American CEO of McDonalds, including how Louverture’s cultural techniques were applied or should have been by Reed Hastings at Netflix, and of Maggie Wilderotter, the CEO who led Frontier Communications.

Ben horowitz, and new york times bestselling author, a leading venture capitalist, modern management expert, combines lessons both from history and from modern organizational practice with practical and often surprising advice to help executives build cultures that can weather both good and bad times.

This book aims to help you do the things you need to become the kind of leader you want to be—and others want to follow.

The Great Mental Models: General Thinking Concepts

This volume details nine of the most versatile, productivity, all-purpose mental models you can use right away to improve your decision making, and how clearly you see the world. I'm really glad this exists in the world and I can see that I will be recommending it often. Matt mullenweg, founder and CEO of Automattic.

The quality of your outcomes depends on the mental models in your head. You will discover what forces govern the universe and how to focus your efforts so you can harness them to your advantage, rather than fight with them or worse yet— ignore them. Upgrade your mental toolbox and get the first volume today!Here's what people have to say about the book.

Wall street journal national best SellerThe old saying goes, "To the man with a hammer, everything looks like a nail. But anyone who has done any kind of project knows a hammer often isn't enough. And most people are going through life with little more than a hammer. Until now. The great mental models: general thinking concepts is the first book in The Great Mental Models series designed to upgrade your thinking with the best, most useful and powerful tools so you always have the right one on hand.

The more tools you have at your disposal, the more likely you'll use the right tool for the job — and get it done right. The same is true when it comes to your thinking.

Principles for Success

Whether you’re already a fan of the ideas in Princi­ples or are discovering them for the first time, this illustrated guide will help you achieve success in having the life that you want to have. An entertaining, illustrated adaptation of Ray Dalio’s Principles, the #1 New York Times bestseller that has sold more than two million copies worldwide.

Principles for success distills ray dalio’s 600-page bestseller, Principles: Life & Work, down to an easy-to-read and entertaining format that’s acces­sible to readers of all ages. It contains the key elements of the unconven­tional principles that helped Dalio become one of the world’s most suc­cessful people—and that have now been read and shared by millions worldwide—including how to set goals, learn from mistakes, and collaborate with others to produce exceptional results.


The Bezos Letters: 14 Principles to Grow Your Business Like Amazon

Steve shows business owners, productive, leaders, and CEOs how to apply those same practices and watch their business become more efficient, and successful—fast! . Business owners marvel at amazon’s success, but don’t realize they have the answers right at their fingertips as Bezos reveals his hidden roadmap in his annual letters to shareholders.

For the first time, and steps bezos used, and continues to use, business analyst Steve Anderson unlocks the key lessons, principles, mindset, to make Amazon the massive success it is today. The bezos letters lays out the fourteen growth principles that Amazon uses every day by examining Jeff Bezos’ personal letters to shareholders.

Jeff bezos created amazon, the fastest company to reach $100 billion in sales ever, making him the richest man in the world.