图书标签: 管理 商业 Business 基业常青 Management 英文原版 管理学 思维
发表于2025-02-02
Built to Last pdf epub mobi txt 电子书 下载 2025
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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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基业长青(珍藏版)
吉姆•柯林斯,著名商业畅销书作家。柯林斯早年在斯坦福大学商学院从事教学与研究工作,并获得杰出教学奖。1996年,他回到家乡科罗拉多州的博尔德市,创办了自己的管理实验室,与各种企业和社会机构的领导人一起开展对商业生活的研究。曾在默克公司、星巴克、时代明镜集团、麦肯锡公司等世界知名公司任高级经理和CEO。他的另一本书《从优秀到卓越》也是公认的一部经典商业著作,被《福布斯》评为20世纪20本最佳商业畅销书,盘踞亚马逊畅销书排行榜数年,畅销不衰。他的著作被《财富》、《经济学人》、《商业周刊》、《今日美国》等杂志广泛报道,引起巨大反响。
吉里•波勒斯,斯坦福大学商学院教授,此前曾在通用电气等公司任职。
非常迷幻的一本商业书籍 非常好
评分方法论值得商榷,不和“远见”差的公司对比,总感觉缺什么;另外,作者也承认的确不严谨的地方
评分当成管理书籍来看,不能当成投资书籍来看。一个管理者到底如何塑造公司的愿景,文化与使命感?又如何使全体上下同心协力向前不断迈进?伟大的公司的确有很多相似之处,尤其是宗教信仰一样的文化。 能发现这些共同点不容易,但是读来一定要有批判思维。巴菲特一定会避免那些整日面对巨大变革的公司。
评分a good business book
评分High school when I read this book a voice in my head kept asking questions regarding the reliability of the research and findings.
任何实物都不可能逃脱命运的安排,这个命运就是生老病死的循环。一台电脑从出场到报废;一块木头从采割到腐朽;一个人从出生到病死;莫不如是。但是只有公司,这种飘渺的机构,用实物来组成的机构,可以基业长青。德鲁克说过,公司可以用人的生命一点点或者一代代的延续下去,...
评分前几日读《互联网时代品牌十诫》,作者引用柳传志的话给了我一些启发,柳传志说过,没有成功的企业,只有时代的企业。读这短短十四个字,使我的心情久久不能平复。 互联网时代的变化太快,以至于一些企业,稍不留神就会轰然倒塌。诺基亚卖给微软时,其总裁说了句话,在场所有诺...
评分这本书是积极心理学的拥护者,哈佛大学教授tal在授课的时候介绍的,于是我把本书作者写的《基业长青》和《从优秀到卓越》都买了。严格的说,这不是一篇书评,而是一篇读书笔记,用来回忆我从本书学到的知识。 最大的感受就是”好公司本天成 秒人偶得之”,每一家百年企业都有它...
评分任何实物都不可能逃脱命运的安排,这个命运就是生老病死的循环。一台电脑从出场到报废;一块木头从采割到腐朽;一个人从出生到病死;莫不如是。但是只有公司,这种飘渺的机构,用实物来组成的机构,可以基业长青。德鲁克说过,公司可以用人的生命一点点或者一代代的延续下去,...
评分Built to Last pdf epub mobi txt 电子书 下载 2025