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Built to Last: Successful Habits of Visionary Companies, by Jerry I. Porras
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Amazon.com Review
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 what'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. We'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 don't waste time comparing them to business failures. Instead, they use a control group of "successful-but-second-rank" companies to highlight what'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, don't fit the model. They were characterized 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 "ideologically 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? There'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 that'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." --Richard Farr
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"Built to Last...is one of the most eye-opening business studies since In Search of Excellence -- -- Kevin Maney, USA Today"A 'must read' for any CEO who aspires to create a great company." -- -- T.J. Rodgers, President and CEO, Cypress Semiconductor Corp.
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Product details
Paperback: 368 pages
Publisher: Harperbusiness; 1st edition (January 15, 1997)
Language: English
ISBN-10: 0887307396
ISBN-13: 978-0887307393
Product Dimensions:
5.5 x 0.8 x 8.2 inches
Shipping Weight: 10.4 ounces (View shipping rates and policies)
Average Customer Review:
4.5 out of 5 stars
363 customer reviews
Amazon Best Sellers Rank:
#1,948,346 in Books (See Top 100 in Books)
Anyone tasked with the daunting responsibility of running an organization is faced with the challenge of culture. In the event that you are the "lucky" successor to a founder or a turn-around situation (my professional scenarios all have been in this realm), the task of what to do, where to go, and how to get there are huge - the culture is either well established, failing, and needs to change, or the culture may have been one of personality, facing a vacuum, and needs to be institutionalized. Collins and Porras look at a series of companies that have transcended this challenge and have developed a visionary culture that withstands the test of time.Summarizing the basic themes:* Be an architect and clock builder and design and develop a vision that stand the test of time* Embrace the "Genius of AND." - do not accept difficult trade-offs and strive for the near impossible* Preserve the core/stimulate progress - Develop, hone and ruthlessly protect core values, and innovate around that core* Seek consistent alignment - Align all stakeholders to the vision of the organization and continue to insure alignmentUnlike some of the challenges faced by the companies chosen by Tom Peters in "In Search of Excellence", a 25 year run on Collins book finds many of his study subjects still in the forefront of their industries. Collins is definitely onto something, and is one of the more engaging writers of the genre. Definitely worth the read.
[book:Built to Last: Successful Habits of Visionary Companies|4122] was one of the first business books I've ever read. At the time, as an aspiring entrepreneur, James C. Collins spoke volume to me and how I should structure an everlasting company. Written by two Stanford University's Graduate School of Business professors, the level of knowledge and experience they jointly possess will exceed your expectations. The main point of the book is to either identify your business as a "clock builder" or a "time teller." Time tellers focus on being the loudest and most disruptive companies, while clock builders are more reserved and focus on growth and preserving their core values for centuries into the future. As a well researched book might indicate, the authors provide a tremendous amount of detail on what makes companies such as Coca-Cola, Citi Bank, Wal-Mart, Walt Disney, Nordstrom, stand the test of time. These companies have been active in our lives for generations and they reveal exactly how they have endured, and how they will continue to endure for many generations to come. Whether you are an entrepreneur, owner, middle management or a salesmen, this book will undoubtably inspire you to reach great heights.
for anyone wanting to know what it takes to be a successful company, read this!"Managers at visionary companies simply do not accept the proposition that they must choose between short-term performance or long-term success. They build first and foremost for the long term while simultaneously holding themselves to highly demanding short-term standards". p182 - one of my my favorite quotes in this book.
Bought this book used after hearing a motivational speaker reference this book. The seller shipped this in record time and the book itself is a great read. This book is not just for people in the business world, but can be applicable to anyone in any field who is looking for lasting success within its organization. Highly recommend this book to anyone!
I honestly think there are better books out there for this subject matter. This book is seemingly a quick read. The tone of voice is as if you’re having a chat with a friend about the topic over a beer. There’s studies and other supporting information behind all of the claims, but it would have been better organized (I think) as a TED talk or research study.
Thoroughly researched and filled with great points. Knocked it one star because, after the first few chapters, it becomes incredibly redundant and it really drags. I could only read about Ford and 3M's same success stories so many times before I became saturated with it and couldn't take another dose. For the last few chapters, I read the first few pages and then went back to the chapter's "Take Away" section and still got everything I wanted out of the book. If an abridged version comes out, look into getting that one instead.
If you have the good to great I feel all info are just copy paste. But was enjoying to read it.
Bought this to share with an intern working for me. Jim Collins has boiled down those criteria and focus areas which real leaders need to dedicate their hours to for long term success. No silly "How to Make Friends..." and other half-baked advice. Jim Collins does research and finds what actually works. My 30+ years in management and leadership matches perfectly. Strongly recommend for students, early professionals interested in long-term success, and the mid-level manager who feels they may not have been mentored in a quality environment.
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