01568nam a2200313 i 4500001000700000003000500007005001700012008004100029020002900070040003000099082001700129100003900146245009000185264004200275264001100317300004500328336002100373337002500394338002300419504005000442520045400492650001500946650002300961650002600984650004201010942001501052952017201067999001501239312717MBIP20260206104813.0260206t20012001xxua   e      001 0 eng d  a9780066620992qhardcover  aMBIPbengcMBIPdNMAerda  221a658bCOL1 aCollins, James C.,d1958-eauthor.10aGOOD TO GREAT :bWhy Some Companies Make the Leap ... and Others Don't /cJIM COLLINS 1aNew York :bHarper Business ,c[2001] 4c©2001  axii, 300 pages :billustrations ;c26 cm  2rdacontentatext  2rdamediaaunmediated  2rdacarrieravolume  aIncludes bibliographical references and index  aGood to Great by Jim Collins argues that companies make the leap from good to great not through sudden, dramatic changes, but through a consistent, disciplined, and accumulative process—like turning a massive, heavy flywheel—driven by Level 5 leaders, the right people, and a focused "Hedgehog Concept". Good-to-great companies avoid the "Doom Loop" of restructuring and instead build sustained, 15-year momentum by adhering to core principles. 10aLeadership20aStrategic planning20aOrganizational change20aTechnological innovationsxManagement  2ddccBKn0  00102ddc40708NON-FIC (BK)aMEDINIbMEDINIcGENd2026-02-06eIMS BOOKS TRADING SDN BHDg175.00l0o658 COL 2001 c.1p00001574r2026-02-06t1v175.00w2026-02-06yBK  c1296d1296