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Built to Last: Successful Habits of Visionary Companies
 
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Built to Last: Successful Habits of Visionary Companies [Format Kindle]

Jim Collins , Jerry I. Porras
4.0 étoiles sur 5  Voir tous les commentaires (3 commentaires client)

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Descriptions du produit

Revue de presse

Les entreprises visionnaires, celles qui marquent leur siècle, sont mues par un idéal et des principes qu'elles savent traduire en termes de culture, de fonctionnement organisationnel et de stratégie. La clé du succès est de faire coexister audace et fidélité à sa valeur de base avec pragmatisme et gestion quotidienne. -- Idées clés, par Business Digest

Présentation de l'éditeur

"This is not a book about charismatic visionary leaders. It is not about visionary product concepts or visionary products or visionary market insights. Nor is it about just having a corporate vision. This is a book about something far more important, enduring, and substantial. This is a book about visionary companies." So write Jim Collins and Jerry Porras in this groundbreaking book that shatters myths, provides new insights, and gives practical guidance to those who would like to build landmark companies that stand the test of time.

Drawing upon a six-year research project at the Stanford University Graduate School of Business, Collins and Porras took eighteen truly exceptional and long-lasting companies -- they have an average age of nearly one hundred years and have outperformed the general stock market by a factor of fifteen since 1926 -- and studied each company in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day -- as start-ups, as midsize companies, and as large corporations. Throughout, the authors asked: "What makes the truly exceptional companies different from other companies?"

What separates General Electric, 3M, Merck, Wal-Mart, Hewlett-Packard, Walt Disney, and Philip Morris from their rivals? How, for example, did Procter & Gamble, which began life substantially behind rival Colgate, eventually prevail as the premier institution in its industry? How was Motorola able to move from a humble battery repair business into integrated circuits and cellular communications, while Zenith never became dominant in anything other than TVs? How did Boeing unseat McDonnell Douglas as the world's best commercial aircraft company -- what did Boeing have that McDonnell Douglas lacked?

By answering such questions, Collins and Porras go beyond the incessant barrage of management buzzwords and fads of the day to discover timeless qualities that have consistently distinguished out-standing companies. They also provide inspiration to all executives and entrepreneurs by destroying the false but widely accepted idea that only charismatic visionary leaders can build visionary companies.

Filled with hundreds of specific examples and organized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building organizations that will prosper long into the twenty-first century and beyond.


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Commentaires client les plus utiles
1 internautes sur 1 ont trouvé ce commentaire utile 
4.0 étoiles sur 5 Livre excellent mais écrit trop petit! 16 janvier 2008
Par lkuynlou
Format:Broché
C'est le deuxième livre que je lis de Jim Collins et la qualité du contenu est toujours aussi bonne.

Par contre, cette version est une réédition et la taille de la police est minuscule! Je n'ai pas de problème avec cela d'habitude mais là je pense que je vais devoir racheter une autre édition écrites avec une taille plus normale..
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4.0 étoiles sur 5 Build to last, Good to great and so on ! 13 janvier 2014
Format:Broché|Achat vérifié
"Build to last" is the prequel of another Jim Collins' best seller "Good to great". They are truly complements, and a great start for whom wants to run a sustainable business.
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4.0 étoiles sur 5 Comment les entreprises échouent 26 octobre 2012
Format:Broché|Achat vérifié
Une vérité intemporelle. Hélas les écoles de commerce ne savent pas transmettre le bon sens mais produisent des clones névrosés. Le titre Anglais "Built to Last" est beaucoup plus parlant et c'est pourquoi j'ai acheté le version anglaise.
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Amazon.com: 4.5 étoiles sur 5  251 commentaires
207 internautes sur 224 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 How to build it to last 15 mars 2002
Par Martin Schray - Publié sur Amazon.com
Format:Relié
Built To Last was an extremely thought provoking and eye opening read. Built To Last studies some of the most successful (called the leading companies) and the following companies (non-leaders in an industry). The research for this book produced surprising results for the authors (and the reader). The authors found the there were at least twelve commonly held businesses beliefs that their research refuted. In essence these dearly held business beliefs were myths.
Here is a look at each of the twelve myths and a sound byte describing each:
1. It takes a great idea to start a company Few visionary companies started with a great idea. Many companies started without any specific ideas (HP and Sony) and others were outright failures (3M). In fact a great idea may lead to road of not being able to adapt.
2. Visionary companies require great and charismatic visionary leaders A charismatic leader in not required and, in fact, can be detrimental to a company's long-term prospects.
3. The most successful companies exist first and foremost to maximize profits Not true. Profit counts, but is usually not at the top of the list.
4. Visionary companies share a common subset of "correct" core values They all have core values, but each is unique to a company and it's culture.
5. The only constant is change The core values can and often do last more then 100 years.
6. Blue-chip companies play it safe They take significant bet the company risks.
7. Visionary companies are great places to work, for everyone These companies are only great places to work if you fit the vision and culture.
8. Highly successful companies make some of their best moves by brilliant and complex strategic planning. They actually try a bunch of stuff and keep what works.
9. Companies should hire outside CEOs to stimulate fundamental change Most have had their change agents come from within the system.
10. The most successful companies focus primarily on beating the competition. They focus on beating themselves.
11. You can't have your cake and eat it too. Decisions don't have to either or, but can be boths.
12. Companies become visionary primarily through "vision statements". Vision is not a statement it is the way you do business.
I would recommend this book to anyone engaged in developing and running a business at any level. If you want to design, build and run a lasting enterprise this book has some ideas and insights worth exploring.
72 internautes sur 75 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 A Great Book with a Flaw 31 janvier 2005
Par Walter H. Bock - Publié sur Amazon.com
Format:Broché
This book reminds me of the hero in the classic Greek tragedy. The hero is always magnificent, but has a tragic flaw. This is a magnificent book with a tragic flaw.

Porras and Collins set out to write a book about visionary companies, and they did just that. They chose the companies they would study based on specific, detailed criteria.

They wanted to study companies that had been premier institutions in their industries and widely admired while they made an imprint on the world around them. They wanted their companies to have multiple generations of chief executives and to have gone through multiple product or service lifecycles. And they wanted the companies to have been around for a long time - founded before 1950.

They compared each of their visionary companies with another company that was not a premier visionary company. Many of the comparison companies were solid performers. They were good companies, but not great companies. That's one of the great things about the book. You can see the distinction between good performance and great performance.

Another thing that makes the book great is the extensive research. The project took six years, and the authors and their research team dug into critical issues and came up with fascinating insights and comparisons.

Read this book and you will learn about the characteristics of great companies that have an impact on the world around them. The discussions will enrich your understanding of what makes a great company. This will be especially valuable to you if you're in the process of building a company that you want to be great.

That's the great part, the hero part. What about the flaws?

The first flaw is that essentially performance for each of these companies is equated with market performance. There are lots of things the authors could have used, such as return on assets, for example. But share price is easy to track over time and is used as a surrogate for greatness. I'm not sure that that's the best criterion.

What you are actually reading about is a selection of excellent, visionary companies that were perceived as good investments by the market. This "perception" issue is not addressed in the book.

The second flaw is more important. While this book tells you marvelous things about companies that are admittedly great and about some of the things that make for greatness in companies, and while it mixes statistical data with telling anecdotes, it falls short in one critical area. The book doesn't tell you anything about how to achieve greatness.

In other words, it describes what greatness might be and it gives you some examples of companies who have achieved it, but the book ultimately left me with the nagging desire that the authors would have given me some "how to." As far as you can tell from reading the book, these companies were always great.

That may not be a problem for you if you're just starting a company. You've got a clean slate to start from. But if you're guiding an already-established company, or a part of it, I think you'll wish for a few examples of companies that became great after performing at some lesser level.

That's the bottom line in my recommendation. If you're looking for a book that describes greatness and where you'll pick up a wealth of ideas and good historical knowledge about great companies, buy this book. If, on the other hand, what you want is a book that describes in some detail how to achieve that greatness, this may not be the book for you.
135 internautes sur 151 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 Unprecedented, Compelling, Well-Researched 28 juillet 1997
Par Un client - Publié sur Amazon.com
Format:Broché
"Built to Last" is one of those rare non-fiction books you just can't put down. Unequivocally the best "business" book I have ever read, "Built to Last" by James C. Collins and Jerry I. Porras is a compelling, thorough, well-written, unprecedented look at what it takes to "create and achieve long-lasting greatness as a visionary corporation." Unlike many current "trendy" management and "business success" books out on the market, Collins and Porras differentiate "Built to Last" by using their own six-year comprehensive, well-documented research study as the basis for further analysis.

What separates "Built to Last" is that each visionary company (3M, HP, Procter & Gamble, Wal-Mart...) is contrasted with a comparison company founded in the same time, in the same industry, with similar founding products and markets (Norton, TI, Colgate, Ames...). Perhaps what I found most intriguing were some of the twelve "shattered myths" they go on to counter throughout the book:

1. It takes a great idea to start a great company

2. Visionary companies require great and charismatic visionary leaders

3. Visionary companies share a common subset of "correct" core values

4. Highly successful companies make their best moves by brilliant and complex strategic planning

5. The most successful companies focus primarily on beating the competition

As a current business student with a summer internship in a "visionary company," I was amazed as their careful analysis rang true. This is one book I can highly recommend to any student, professional, or business educator looking for those not-so-subtle traits that characterize a truly visionary company.
34 internautes sur 38 ont trouvé ce commentaire utile 
3.0 étoiles sur 5 solid yet pedestrian, like lots of businesses 6 juin 2002
Par Robert J. Crawford - Publié sur Amazon.com
Format:Broché
As I dutifully plow through the currently popular business books - and I read only the ones that I need rather than for pleasure - I occasionally find a good and (fairly) interesting one. This is one of those books I would recommend. Instead of overflowing with ridiculously florid rhetoric about recycled banalities and excitement that is simply not justified, this book is based on solid research and is not afraid to offer un-spectacular advice.
It is about what the authors call "visionary companies," which stand for something beyond just making money and yet are profitable. They do well, and they do good. There is no doubt that such companies exist, which I admit in spite of my boredom and cynicism regarding most of the businessmen and "business intellectuals" that I deal with as a writer.
Set up like an academic study, the book is a synthesis of the authors' findings while taking a long historical view of consistently excellent (i.e. "visionary") companies like H-P, Merck, and P&G.
Not surprisingly, these companies do similar things: 1) they have visions and value that they try to uphold consistently throughout the company and to which they stay true over decades; 2) the set incredibly ambitious (and in retrospect realistic) goals that inspire their employees ("big hairy ambitious goals"); 3) they are cult-like in their beliefs in themselves; 4) they allow for trial and error, which lead to "evolutionary progress"; 5) they hire leadership from within; 6) they cultivate keeping their employees a bit off-balance ("uncomfortable") as a way of getting them to perform at their best; 7) they make sure that all elements work in concert and are internally consistent and self-reinforcing ("alignment").
That is it for the ideas, which are far more nuanced than the above paragraph. They could be summarized in one chapter, and the rest of the book is repetition and analysis by example. The examples are interesting and informative and the ideas, which have all been said before, are good to review in a systematic way. Very good.
These are good and useful ideas, if somewhat banal. But then, doing business is rather dull for the most part - there are very few exciting companies out there, but most of them are like horribly dysfunctional families. This is the authors' bid to explain the good few.
The tone of the book is rather modest, but the authors do get a bit too wordy and chummy in many instances. While I liked the modesty, I got bored with the chumminess.
Recommended.
37 internautes sur 43 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 Read this along with Good To Great 13 mars 2004
Par Un client - Publié sur Amazon.com
Format:Broché
This book will show you how to take your business from just average to great but even more importantly, make it last. Built to Last is a must read for all business people. Read this right along with Good To Great and Double Digit Growth.
Take your company to unequaled growth and leave a legacy.
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