Jim Collins is a student and teacher of what makes great companies
tick, and a Socratic advisor to leaders in the business and social
sectors. Having invested more than a quarter-century in rigorous
research, he has authored or coauthored six books that have sold in
total more than 10 million copies worldwide. They include Good to
Great, Built to Last, How the Mighty Fall, and Great by Choice.
Driven by a relentless curiosity, Jim began his research and
teaching career on the faculty at the Stanford Graduate School of
Business, where he received the Distinguished Teaching Award in
1992. In 1995, he founded a management laboratory in Boulder,
Colorado.
In addition to his work in the business sector, Jim has a passion
for learning and teaching in the social sectors, including
education, healthcare, government, faith-based organizations,
social ventures, and cause-driven nonprofits.
In 2012 and 2013, he had the honor to serve a two-year appointment
as the Class of 1951 Chair for the Study of Leadership at the
United States Military Academy at West Point. In 2017, Forbes
selected Jim as one of the 100 Greatest Living Business Minds.
Jim has been an avid rock climber for more than forty years and has
completed single-day ascents of El Capitan and Half Dome in
Yosemite Valley.
Learn more about Jim and his concepts at his website, where you'll
find articles, videos, and useful tools. jimcollins.com
Jerry I. Porras is the Lane Professor of Organizational Behavior
and Change, Emeritus, at the Stanford University Graduate School of
Business where he served as an Associate Dean for Academic Affairs
and frequent executive education teacher. He studies ways of
aligning companies around their purpose and core values to produce
lasting high performance.
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.
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