000			01384nam a2200301 i 4500
001			312717
003			MBIP
005			20260206104813.0
008			260206t20012001xxua e 001 0 eng d
020			_a9780066620992 _qhardcover
040			_aMBIP _beng _cMBIP _dNMA _erda
082			_221 _a658 _bCOL
100	1		_aCollins, James C., _d1958- _eauthor.
245	1	0	_aGOOD TO GREAT : _bWhy Some Companies Make the Leap ... and Others Don't / _cJIM COLLINS
264		1	_aNew York : _bHarper Business , _c[2001]
264		4	_c©2001
300			_axii, 300 pages : _billustrations ; _c26 cm
336			_2rdacontent _atext
337			_2rdamedia _aunmediated
338			_2rdacarrier _avolume
504			_aIncludes bibliographical references and index
520			_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.
650	1	0	_aLeadership
650	2	0	_aStrategic planning
650	2	0	_aOrganizational change
650	2	0	_aTechnological innovations _xManagement
942			_2ddc _cBK _n0
999			_c1296 _d1296