Built to Last: Successful Habits of Visionary Comp (Porras, J. - Collins, J.) [h
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This analysis of what makes great companies great has been hailed everywhere as an instant classic and one of the best business titles since In Search of Excellence. The authors, James C. Collins and Jerry I. Porras, spent six years in research and they freely admit that their own preconceptions about business success were devastated by their actual findings--along with the preconceptions of virtually everyone else. Built to Last identifies 18 visionary companies and sets out to determine whatÂ´s special about them. To get on the list, a company had to be world famous, have a stellar brand image and be at least 50 years old. WeÂ´re talking about companies that even a layperson knows to be, well, different: the Disneys, the Wal-Marts, the Mercks. Whatever the key to the success of these companies, the key to the success of this book is that the authors donÂ´t waste time comparing them to business failures. Instead, they use a control group of successful-but-second-rank companies to highlight whatÂ´s special about their 18 visionary picks. Thus Disney is compared to Columbia Pictures, Ford to GM, Hewlett Packard to Texas Instruments, and so on. The core myth, according to the authors, is that visionary companies must start with a great product and be pushed into the future by charismatic leaders. There are examples of that pattern, they admit: Johnson & Johnson, for one. But there are also just too many counterexamples--in fact, the majority of the visionary companies, including giants like 3M, Sony and TI, donÂ´t fit the model. They were characterised by total lack of an initial business plan or key idea and by remarkably self-effacing leaders. Collins and Porras are much more impressed with something else they shared: an almost cult-like devotion to a core ideology or identity and active indoctrination of employees into ideological commitment to the company. The comparison with the business B-team does tend to raise a significant methodological problem: which companies are to be counted as visionary in the first place? ThereÂ´s an air of circularity here, as if you achieve visionary status by ... achieving visionary status. So many roads lead to Rome that the book is less practical than it might appear. But thatÂ´s exactly the point of an eloquent chapter on 3M. This wildly successful company had no master plan, little structure and no prima donnas. Instead it had an atmosphere in which bright people were both keen to see the company succeed and unafraid to try a lot of stuff and keep what works.
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