吉姆•柯林斯,著名商業暢銷書作傢。柯林斯早年在斯坦福大學商學院從事教學與研究工作,並獲得傑齣教學奬。1996年,他迴到傢鄉科羅拉多州的博爾德市,創辦瞭自己的管理實驗室,與各種企業和社會機構的領導人一起開展對商業生活的研究。曾在默剋公司、星巴剋、時代明鏡集團、麥肯锡公司等世界知名公司任高級經理和CEO。他的另一本書《從優秀到卓越》也是公認的一部經典商業著作,被《福布斯》評為20世紀20本最佳商業暢銷書,盤踞亞馬遜暢銷書排行榜數年,暢銷不衰。他的著作被《財富》、《經濟學人》、《商業周刊》、《今日美國》等雜誌廣泛報道,引起巨大反響。
吉裏•波勒斯,斯坦福大學商學院教授,此前曾在通用電氣等公司任職。
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Find out what makes the truly exceptional companies different from other companies. ""Built to Last" . . . is one of the most eye-opening business studies since "In Search of Excellence."--"USA Today."
Publisher Comments:
HarperBusiness Essentials Note from Jim Collins and Jerry Porras,
authors of "Built to Last" As we sat down to write this author's note for the HarperBusiness Essentials edition, "Built to Last" celebrated its sixth year on the Business Week bestseller list. Far beyond what we would have dared to imagine, "Built to Last" has lived up to its own name.
Ironically, we can claim no credit for the title. Creativity often sprouts from frustration, and our editors in 1994 were frustrated in the extreme. We had inserted a clause into our publishing contract that gave us final right of approval, and as the publication date neared, we just kept vetoing titles. In all, something on the order of 127 different options fell by the wayside, from "You are the Competition" to "Research Results on Visionary Companies."
The situation finally escalated to the executive editor for HarperCollins, who went home for the weekend and returned on Monday morning with an idea. "Here," he said, throwing a three by five note card on our editor's desk, "see if they'll go for this." On it he'd written the simple phrase "Built to Last."
And we had our title.
In retrospect, "Built to Last" is a great title, but it is also the wrong title. Not from a marketing standpoint (don't get us wrong, we'd still keep it), but from the standpoint of what this book is really all about. "Built to Last," it turns out, is not fundamentally about building to last. It is about building something that is worthy of lasting — about building a company of such intrinsic excellence that the world would lose something important if that organization ceased to exist. Implicit on every page is a simple question: Why on Earthwould you settle for creating something mediocre that does little more than make money, when you can create something outstanding that makes a lasting contribution as well? And in the end, as the evidence from our research showed, those who make a lasting contribution make more money over the long run anyway.
If we were rewriting "Built to Last" today, we would not overturn any of the basic concepts; they are timeless principles. We certainly know more about great companies than we did in 1994, and there is certainly much that we could add, but our faith in the fundamental findings has not faded. Indeed, we are more convinced than ever that building an enduring great company — one that is truly worthy of lasting — is a noble cause.
Jim Collins and Jerry Porras
March 31, 2002
Synopsis:
Drawing upon a six-year research project at the Stanford University Graduate School of Business, James C. Collins and Jerry I. Porras took eighteen truly exceptional and long-lasting companies and studied each in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day — as start-ups, as midsize companies, and as large corporations. Throughout, the authors asked: "What makes the truly exceptional companies different from the comparison companies and what were the common practices these enduringly great companies followed throughout their history?"
Filled with hundreds of specific examples and organized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building organizations that will prosper long into the 21st century and beyond.
From Amazon.com
Built to Last became an instant business classic. This audio abridgement is read by the authors, who alternate chapters. Collins is a bit breathlessly enthusiastic, but clear and interesting; Porras, unfortunately, is poorly inflected and wooden. They set out to determine what's special about "visionary" companies--the Disneys, Wal-Marts, and Mercks, companies at the very top of their game that have demonstrated longevity and great brand image. The authors compare 18 "visionary" picks to a control group of "successful-but-second-rank" companies. Thus Disney is compared to Columbia Pictures, Ford to GM, and so on.
A central myth, according to the authors, is that visionary companies start with a great product and are pushed into the future by charismatic leaders. Usually false, Collins and Porras find. Much more important, and a much more telling line of demarcation between a wild success like 3M and an also-ran like Norton, is flexibility. 3M had no master plan, little structure, and no prima donnas. Instead it had an atmosphere in which bright people were not afraid to "try a lot of stuff and keep what works."
If you listen to this audiocassette on your daily commute, you may discover whether you are headed to a "visionary" place of work--and, if so, whether you are the kind of employee who fits your employer's vision. (Running time: two hours, two cassettes) --Richard Farr
From Library Journal
What makes a visionary company? This book, written by a team from Stanford's Graduate School of Business, compares what the authors have identified as "visionary" companies with selected companies in the same industry. The authors juxtapose Disney and Columbia Pictures, Ford and General Motors, Motorola and Zenith, and Hewlett-Packard and Texas Instruments, to name a few. The visionary companies, the authors found out, had a number of common characteristics; for instance, almost all had some type of core ideology that guided the company in times of upheaval and served as a constant bench mark. Not all the visionary companies were founded by visionary leaders, however. On the whole, this is an intriguing book that occasionally provides rare and interesting glimpses into the inner workings and philosophical foundations of successful businesses. Recommended for all libraries.
Randy L. Abbott, Univ. of Evansville Lib., Ind.
Book Dimension
Height (mm) 204 Width (mm) 134
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基業長青(珍藏版)
發表於2024-11-25
Built to Last 2024 pdf epub mobi 電子書 下載
“保存核心,刺激進步”,在不確定的世界麵前,穩定唯一真實可靠的源泉就是一種強烈的內心信念和適應變革的意願,以及應時調整改變“核心”之外一切事物的做法。在職業生涯中,應該注意的12個觀念,a、人生是一場長距離的競賽;b、做一個製造時鍾的人,而不是報時人;c、人的核...
評分“保存核心,刺激進步”,在不確定的世界麵前,穩定唯一真實可靠的源泉就是一種強烈的內心信念和適應變革的意願,以及應時調整改變“核心”之外一切事物的做法。在職業生涯中,應該注意的12個觀念,a、人生是一場長距離的競賽;b、做一個製造時鍾的人,而不是報時人;c、人的核...
評分“保存核心,刺激進步”,在不確定的世界麵前,穩定唯一真實可靠的源泉就是一種強烈的內心信念和適應變革的意願,以及應時調整改變“核心”之外一切事物的做法。在職業生涯中,應該注意的12個觀念,a、人生是一場長距離的競賽;b、做一個製造時鍾的人,而不是報時人;c、人的核...
評分做好一個企業或者做好一個組織甚至是國傢組織。並不僅僅是隻要完成“從報時到造鍾”的轉換就可以的瞭。好的製度最多隻是會讓一個企業不會迅速消亡。 如果隻做好基業,就可以長青,那譬如書中所列舉的卓越的諾基亞,IBM。他們現在雖仍然是優秀的公司,但卻在他們原來的主營領域...
評分圖書標籤: 管理 商業 Business 基業常青 Management 英文原版 管理學 思維
當成管理書籍來看,不能當成投資書籍來看。一個管理者到底如何塑造公司的願景,文化與使命感?又如何使全體上下同心協力嚮前不斷邁進?偉大的公司的確有很多相似之處,尤其是宗教信仰一樣的文化。 能發現這些共同點不容易,但是讀來一定要有批判思維。巴菲特一定會避免那些整日麵對巨大變革的公司。
評分曾經號稱史上最偉大的商業類書籍,可惜已經多數開始打臉瞭……
評分方法論值得商榷,不和“遠見”差的公司對比,總感覺缺什麼;另外,作者也承認的確不嚴謹的地方
評分值得一讀
評分剛開瞭個頭
Built to Last 2024 pdf epub mobi 電子書 下載