Built to Last book. Read reviews from the world's largest community for readers. This is not a book about charismatic visionary leaders. It is not a. On March 14, , we shipped the nal manuscript for Built to Last to our publisher. Like all authors, we had hopes and dreams for the book. Jerry Porras' and Jim Collins' Built to Last is a philosophical Habits of Visionary Companies and has authored three other books along with a.
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Built to Last: Successful Habits of Visionary Companies (Good to Great) [Jim Collins, Story time just got better with Prime Book Box, a subscription that delivers. Successful Habits of Visionary Companies. 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. Built to Last: Successful Habits of Visionary Companies is a book written by Jim Collins and Jerry I. Porras. The first edition of the book was published on October .
Read in: Published in by James C. They wanted to find out what has helped them stay successful over decades, and, in some cases, even a century. Here are the 3 tidbits that most struck me:. If you want to save this summary for later, download the free PDF and read it whenever you want. Download PDF. James Altucher would love this.
The momentum continues even today: HarperBusiness, its publisher, is putting out a new hardcover edition in January Did the visionary companies celebrated in its pages turn out to be the corporate equivalents of the Rolling Stones or of the s one-hit-wonder group A-Ha?
As for the principles, many of them still hold up today, partly because some of them are so broad as to appear applicable to virtually everyone. To take this book — or any business book — as gospel is to set yourself up for a fall. Each has struggled in recent years, and all have faced serious questions about their leadership and strategy. Relying on reams of historical research and survey responses from CEOs on which companies they considered to be the most visionary, Collins and Porras selected a basketful of companies.
Then they tried to distill the essential principles that made them visionary and set them apart from other, simply average companies. To set up a contrast, the authors also used a group of comparison companies in the same industries — outfits with equally long histories but less-stellar performances. The authors discovered that the visionary companies did certain things very differently from their duller rivals, things that in large part were more about the internal than the external and had little to do with technology or number-crunching.
Rather, the authors suggested, exceptional performance was achievable by virtually anyone with a little common sense and whose heart and soul was in the right place.
It has only recently showed some improvement. The authors argue that these laggards are the exceptions that prove their original rules. Rather, Boeing has seen its once dominant position in the aircraft industry supplanted by the more aggressive efforts of Airbus, and its reputation for integrity eroded by an ethics scandal that led to the resignation of its CEO, Phil Condit, last year.
Today, every one of the 18 companies cited is still in business, still a household name, still producing lightbulbs or computers or cigarettes or services or experiences. These companies have taken leadership roles in their industries, offering innovative products while consistently outsmarting their rivals.
Certainly, Wal-Mart and GE can be said to dominate their industries. And much of their success seems to resonate with ideas presented in BTL.
As a result of its vision-driven zeal for offering customers the lowest prices, Wal-Mart has been blamed for a whole range of perceived transgressions — from killing mom-and-pop stores to suppressing unions to shipping jobs to China. And that raises the infernal question that dogs the critical analysis of any business book: Have companies struggled because they ignored the principles in the book or because they followed them?
Apple never stopped experimenting. Otherwise they would never have moved from computers to music players.
However, doing something different and making all their products look beautiful are universal principles, which can always be applied.
Your core ideology has to live through all products, employees and times. So much more than an idea you need a purpose and a set of values. This was interesting to me, I had never considered it.
If he heard you use a four-letter word other than love, you were fired. No exceptions.
Same with Apple. An incredible effort went into this book and you can see it in the countless examples, many of which made it into the summary on Blinkist, which I think is great.