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Summary: Good to Great Jim Collins

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  • Tania Bassotfez uma citaçãohá 7 anos
    discipline, which arise from having the wrong people on the bus in the first place. If you get the right people on the bus, and the wrong people off, you don’t need a stupefying bureaucracy.
    – Jim Collins
  • Jurij Treskowfez uma citaçãohá 8 anos
    These companies try and understand better what their people already feel intensely passionate about, and then look for projects that are aligned with those passion
  • Jurij Treskowfez uma citaçãohá 8 anos
    These companies try and understand better what their people already feel intensely passionate about, and then look for projects that are aligned with those passions
  • Jurij Treskowfez uma citaçãohá 8 anos
    Lead with questions, not answers
  • Jurij Treskowfez uma citaçãohá 8 anos
    Good is the enemy of great.
  • Jurij Treskowfez uma citaçãohá 8 anos
    What they can be “best in the world” at.
    What drives profitability for their business model.
    What their people are deeply passionate about.
  • Anna Timofeevafez uma citaçãohá 10 anos
    Managing problems efficiently will make a company good but exploiting opportunities can make it great
  • Luidmila Semeshkinafez uma citaçãohá 10 anos
    Good-to-great companies do something similar – they consistently stick to doing what they do best and avoid getting distracted into new fields of business that are away from their core competencies. Good-to-great companies move ahead of their competitors by pursuing only those projects that have three traits:
    What they can be “best in the world” at.
    What drives profitability for their business model.
    What their people are deeply passionate about.
  • Luidmila Semeshkinafez uma citaçãohá 10 anos
    a standard of excellence founded around three elements:
    Disciplined People — getting the right people in the business and then keeping them focused on excellence.
    Disciplined Thought — being brutally honest about the facts and avoiding the temptation to get sidetracked on non-core ideas.
    Disciplined Action — realizing what is important to achieve and what isnít.
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