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Great by Choice: Uncertainty, Chaos, and Luck--Why Some Thrive Despite Them All (Anglais) Relié – 11 octobre 2011

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Descriptions du produit

Revue de presse

“A sensible, well-timed and precisely targeted message for companies shaken by macroeconomic crises” (Financial Times)

“Collins and Hansen draw some interesting and counterintuitive conclusions from their research….far from a dry work of social science. Mr. Collins has a way with words, not least with metaphor.” (Wall Street Journal)

Entrepreneurs and business leaders may find the concepts in this book useful for making choices to increase their odds of building a great company. (Booklist)

Présentation de l'éditeur

Ten years after the worldwide bestseller Good to Great, Jim Collins returns withanother groundbreaking work, this time to ask: why do some companies thrive inuncertainty, even chaos, and others do not? Based on nine years of research,buttressed by rigorous analysis and infused with engaging stories, Collins andhis colleague Morten Hansen enumerate the principles for building a truly greatenterprise in unpredictable, tumultuous and fast-moving times. This book isclassic Collins: contrarian, data-driven and uplifting.

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Détails sur le produit

  • Relié: 320 pages
  • Editeur : HarperBusiness (11 octobre 2011)
  • Langue : Anglais
  • ISBN-10: 0062120999
  • ISBN-13: 978-0062120991
  • Dimensions du produit: 15,2 x 2,7 x 22,9 cm
  • Moyenne des commentaires client : 4.0 étoiles sur 5  Voir tous les commentaires (3 commentaires client)
  • Classement des meilleures ventes d'Amazon: 35.103 en Livres anglais et étrangers (Voir les 100 premiers en Livres anglais et étrangers)
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Format: Relié Achat vérifié
In Collin's "Built to Last", vision and values were key factors. In "Good to Great" even though at the start Collins believed the CEO had little influence, research showed the CEO was a key factor. In "Great by Choice" the CEO disappeared as a factor other than being ambitious. The "Apple" case is made to fit the his "recipes" for success. Jobs hired John Sculley, a marketing expert and Vice President of Pepsi to become the CEO of Apple. In Collin's terminology, Jobs "got the wrong man on the bus". When Jobs came back, he had become a better manager. He had been highly successful after leaving Apple and gained self-confidence. He realized that he had made a mistake, and that he could lead the company as the CEO. This case certainly demonstrates the importance of having the right CEO.

However, this book is definitely not a waste of time. One of the great values is a long list of questions CEOs should ask about their own company. Therefore also read the Research Foundations chapter too. Answering the question will give additional insights about what to change and improve.
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1 internautes sur 1 ont trouvé ce commentaire utile  Par Peter Blanken le 29 octobre 2013
Format: Format Kindle Achat vérifié
Another strong research-based book about what makes great companies great. The authors start with hypotheses and validate those on the baseis of solid research. They then clearly explain how to put the results to work for you. Simple, and straight forward and easily implementable.
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Tres bon, ce serait encore mieux en français ! A lire pour comprendre ce que font ceux qui gagnent dans le business
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Amazon.com: 288 commentaires
266 internautes sur 273 ont trouvé ce commentaire utile 
Will you choose greatness? 14 octobre 2011
Par Owen Jackson - Publié sur Amazon.com
Format: Relié Achat vérifié
In Collins' new book he relies on the method you've seen in previous books like Built to Last and Good to Great. What's different in this one is he selected companies not just on their status or explosive growth, but because they succeeded in an extreme and uncertain environment. However, there's a caveat here: his research stopped in 2002, meaning there's no thorough analysis of how companies performed in the last 10 years (aka one of the most uncertain and chaotic business climates in decades). Collins and Hansen believe the future will be unstable and environments will be extreme for the rest of "our lives" (remember, these guys aren't Spring Chickens). So, they try to analyze company performance/greatness within the context of difficulty.

I always wish Amazon would show an easy-to-find Table of Contents for books, so I've created one for you here, complete with a summary of each chapter/section.

Collins and Hansen explain what the method for their book (what I described above), including the definition of a 10Xer, which is a company that beat their industry by 10 fold. Just 7 companies were selected as a 10X case out of 20,400 companies. The seven are Amgen, Biomet, Intel, Microsoft, Progressive Insurance, Southwest Airlines, and Stryker. They don't include Apple because their research lens of Apple vs. Microsoft focused primarily on the 1980s and 1990s (remember they stopped collecting data in 2002), which makes no sense to me. The present environment (the one in which Apple has exploded) is a far more difficult climate than the 80s-90s.

2 - 10Xers
Example of a 10xer is Southwest airlines, whose growth since 1972 is greater than that of Walmart, despite this period being a particularly harsh one for the airline industry. Anecdotes describe historic examples of 10xers and explains they aren't more creative, more visionary, more charismatic, or more ambitious, more blessed by luck, more risk seeking, more heroic, or more bold. The glaring fact that Apple is missing goes against this model, as Jobs and company were many of these things.

Here they introduce discipline as the key that sets 10Xers apart (hence the 20 mile march). 10Xers are focused on data with GREAT discipline and stick to their plan, like a 20 Mile March.

10Xers were not more innovative than the control companies; indeed, they were considered less innovative in some comparisons. 10Xers scale innovation (firing bullets) and then the fire cannonballs once they know what's on target.

Explains "productive paranoia," the idea that you need to build cash reserves and buffers, bound your risk, and show flexibility in looking at macro and micro factors at play in your business and industry.

6 - SMaC
SMaC stands for Specific, Methodological, and Consistent. The more uncertain your environment, the more SMaC you need to be. A SMaC recipe is a set of durable operating principles and practices that create a replicable and consistent success formula.

10Xers weren't more lucky or unlucky than comparisons. They had better ROL because they took full advantage of good luck and minimized the effects of bad luck. If you think about it, that's the real key to luck. Knowing when you got lucky and how to take advantage of it, rather than blindly thinking you walk on water (like so many businesses do).

Like Jim's other books, the how to is what's missing. An outstanding book for that (increasing your leadership skill set) is Leadership 2.0
72 internautes sur 80 ont trouvé ce commentaire utile 
Steady Marching Through Chaotic Times. 11 octobre 2011
Par AdamSmythe - Publié sur Amazon.com
Format: Relié Achat vérifié
Jim Collins is at it again. Collins, along with co-author Morten Hansen and a team of over 20 researchers, spent roughly nine years trying to determine why some companies thrive during chaotic, uncertain and unstable times while other companies do not. If you have read some of Collins' earlier books, the theme in "Great by Choice" certainly won't surprise you. In "Built to Last," published in 1994, Collins, co-author Jerry Porras and their research team wrote about what makes for a "visionary" company, comparing a group of objectively and subjectively defined visionary companies with comparison companies that weren't so visionary. The authors would argue that their company selections were much more objectively chosen, and I wouldn't argue much with that claim. In "Good to Great," published in 2001, Collins and his research team analyzed a number of good companies that took the next step to achieve greatness, while a comparison group of similar companies did not.

In both of these two earlier books, as well in the current one (I'll get to "Great by Choice" presently), the authors conspicuously note how much better the subject companies performed, stock market wise, compared to the comparison companies. However, it is important to realize that Collins and his co-authors are not suggesting that you run out and invest in their subject companies. If you did that for the "Built to Last" companies, your investments would have included Citigroup, Ford, Sony and other companies that subsequently didn't set the world on fire. Similarly, from the "Good to Great" focus companies, Circuit City eventually filled for bankruptcy and Fannie Mae proved to be a major disappointment, in more ways than one. The point is that the reader can learn from what these companies did during their periods of success, regardless of whether some of the companies lost their way later on. Interestingly, one company, Wells Fargo, actually went from the comparison list in "Built to Last" to the focus list in "Good to Great." Okay, forewarned is forearmed regarding investing in the subject companies.

A couple of years ago Collins wrote another book, "How the Mighty Fall," which is a study of leadership failure, not success. This short book is a very enjoyable and informative read, but somewhat different from the books I mentioned above. All of Collins' books are interesting, hard to put down, and written with a passion for understanding the mechanisms of corporate success. When it comes to writing, I think of him as the Michael Lewis of management gurus. Collins is also an exceptional speaker, if you ever have the chance to hear him.

In "Great by Choice," Collins and Hansen select just seven companies (out of an initial list of over 20,000) as examples of those that have thrived during chaotic times. The companies are Amgen, Biomet, Intel, Microsoft, Progressive Insurance, Southwest Airlines and Stryker. These companies are called "10X" companies, given that their stock prices outdistanced the comparison companies by roughly an order of magnitude during the study period. Consider, for example, Southwest Airlines. During the study period (1970s through 2002), Southwest faced fuel price jumps, deregulation, labor problems in the airline industry, competitors moving through the revolving door of bankruptcy, and an absence of flyers in the aftermath of September 11, 2001. Still, the company consistently grew and prospered. During this time, comparison company Pacific Southwest Airlines had an entirely different experience.

So how does Collins explain the different fortunes between the subject companies and the comparison companies? Simplistically put, the great-by-choice companies were much better able to differentiate between situations and factors they could control and those they couldn't. Also, they exemplified "fanatic discipline, empirical creativity and productive paranoia." If you have read Collins' other works, these terms have a certain familiar ring to them.

This wouldn't be a Jim Collins book if it didn't coin some new expressions, like the "big, hairy, audacious goal (BHAG)" from "Built to Last" and "Level 5 leadership" from "Good to Great." This time one of the main new expressions is the "20-mile march," which Collins uses to describe the very steady progress, through good times and bad, of the companies that thrive best during chaotic times, versus those companies that make exceptional progress during better times, but perform more poorly during tough times.

There is no such thing as a management guru with perfect insight or analysis, so I am not holding Collins to that standard. The real measure of a book such as this is more in its ability to raise important questions and through sound (even passionate) discussion help stimulate the reader to come to grips with important concepts. That's how people grow. If you have read and enjoyed Collins earlier books, chance are good you will like this one, too. If you are new to Collins, but have an interest in what makes companies tick, this book--along with his earlier works--are worth your consideration.
47 internautes sur 51 ont trouvé ce commentaire utile 
Great by Choice is the second/better half of How the Mighty Fall 16 octobre 2011
Par Mark P. McDonald - Publié sur Amazon.com
Format: Relié Achat vérifié
Jim Collins extends and deepens the body of knowledge around the fundamentals of success. Great by Choice represents the second half of Collin's earlier book on company failure - How the Mighty Fall. While that earlier book concentrated on factors that drive failure, this describes the characteristics of sustained success.

This book is classic Collins. Well researched, clearly describes and expertly packaged for executives to incorporate these concepts into their lexicon and thoughts. This book is recommended as the capstone of the study of the fundamentals of great companies.

Great by Choice is a lot like How the Mighty Fall as it's a short, concise and focused book. About half of it is content and half is appendices, FAQs and methodology - just like HtMF. Put the two together and you get a comprehensive look at modern corporate success.

This is a book for understanding and admiring the factors Collin's points out as driving superior performance.

The book describes these factors, but description is not prescription.

This book is not a 'how to' book, nor one that provides much action oriented help. It relies on the reader understanding Collins points and then tailoring them to their situation. That places the burden of value on the reader, which is where it should be as greatness is less a recipe than a recommitment to hard work.

Great by Choice contains a set of core concepts that define the major chapters in the book. Here is a short description of each to provide an idea of what is in Great by Choice and how Collins describes the characteristics of companies that have exceptional performance, what Collins calls 10x.

20 Mile March describes the fanatic discipline that leads you to manage for the long term rather than chasing short-term results or the fade. Essentially this is the business version of the classical Greek axiom of balance and discipline.

Fire Bullets, Then Cannonballs by being empirically creative by experimenting intelligently everywhere and exploit where you know you are having success. This is more than the idea of `failing fast'. It is a definition of innovation based on the combination of creativity, discipline and data.

Leading above the death line describes the productive paranoia that was captured by Andy Grove's management mantra. This is a business version of the Boy Scout's principle of `Be Prepared.' This chapter concentrates on the success and practices of preparation and having reserves that enable you to achieve more.

SMaC describes the company's principles that are Specific, Methodolical and Consistent. This chapter in essence describes the power of common vision, direction and culture. Collins points out that SMaC is one of the more powerful ways to exert control in a dynamic world.

Return on Luck discusses how leaders and laggards face unpredictable positive and negative events. This is perhaps one of the best chapters as it describes how Collins and his team investigated the phenomenon of luck. As expected the conclusion is that luck does not play a guiding factor, rather its how you take advantage of good luck and are prepared (death line) for bad luck.

These concepts are all interrelated and go beyond the book' s triangle graphic. You cannot do a 20 mile march well without SMAC and both are worth lest without the preparation associated with leading above the death line.

Overall, I recommend Great by Choice for both fan's of Collins' work and for people who are new to this discussion. Yes this book is a continuation the prior books, but it does a great job of providing new insight without overly repeating prior points.

Great By Choice to be a good place for people to start. You do not need to read Collin's other books, but logically this book is the second half of How the Mighty Fall. I would suggest that if you are going to read both that you read HtMF first as you need to fix that first before the ideas in this book will have an effect.


The book contains strong ideas that are simple to communicate and easy to mentally think about how they fit with your organization. Its easy to see how they would may your company a 10X performer.

The case descriptions are informative, insightful and illustrative. The cases are well worn: Southwest Airlines, Microsoft, Apple, Progressive Insurance and Intel, but well applied.

The use of mountaineering and explorers as non-business based examples will give you the stories to tell around the water cooler.


The book provides powerful description of concepts that we already know. Rewriting Collins' points boil down to the following: have along term vision (20 miles), experiment to innovate (bullets and canon), `Be Prepared' (death line), follow your core (SMaC) and take advantage when possible (Return on Luck)

The companies featured are studied from 1977 to 2002 which was a period of significant change: the internet, oil crisis, stagflation, etc. However, historically economists have dubbed this period part of what they call the great moderation. So while these principles are timeless, they do not account for what has happened and happening now.

There is no treatment of technology in the book. Given that much of the global, collaborative and social world is driven by technology, this is a big omission.
63 internautes sur 73 ont trouvé ce commentaire utile 
Cum Graino Salis - (to be taken with a grain of salt) 31 octobre 2011
Par George Bush - Publié sur Amazon.com
Format: Relié
'Great by Choice' is the outgrowth of nine years of research. The authors studied high-performing firms that had beat their industry index by at least 10X for at least 15 years between 12/31/1972 - 12/31/2002. The resulting list, along with their paired less successful competitors, included: Amgen (77.2X its industry, less successful competitor Genentech), Biomet (11.2X, Kirschner), Intel (46.3X, AMD), Microsoft (118.8X, Apple), Progressive Insurance (11.3X, Safeco), SouthWest Airlines - SWA (550.4X, PSA), and Stryker (10.9X, U.S. Surgical Corp.). These most successful firms did not have visionary ability to predict the future, were not necessarily more innovative nor faster moving than their comparison firms.

They were, however, paranoid. Bill Gates ('I consider failure on a regular basis') worried about competitors, technology, legal cases, customer support problems - per a 6/1991 memo, while Apple's Sculley instead took a nine week vacation in 1988, a good year for Apple. Its ROE, however, began falling from 40% in 1988 to 13% in 1994, and went negative in 1996. Similarly, they credit SWA's Kelleher with 'predicting eight of the last three recessions,' and Microsoft with keeping expenses low even in good years, in preparation for the bad years.

Another finding - 10X leaders were incredibly ambitious for their company and cause, but not themselves. The less successful comparison cases pursued much more aggressive growth and took big-leap radical change adventures to a much greater degree. So much for 'big, hairy, audacious goals - BHAG, per Collins and Porras in 'Built to Last' and 'In Search of Excellence' by Peters and Waterman. And that provides a healthy warning against literally taking the content of 'Great by Choice' and similarly books seriously.

Continuing, the most successful firms committed to high-performance, even in difficult conditions - eg. SWA pursued annual profits every year and obtained them even though the entire industry had a profit in just 6 of 14 years during 1990 - 2003. Progressive Insurance only grew at rates it could achieve with a combined ratio of 96% (losses + overhead no more than 96% of income), and did so 27 out of 30 years. Stryker committed to 20% growth in net income/year, and accomplished that 90% of the time. Intel committed to following Moore's Law (doubling the complexity of chips every 18 - 24 months), and Microsoft made continuous iterations of software products, often buggy at first and sometimes merely vaporware. Finally, Amgen pursued incremental product innovation and extending existing products to new treatments. The authors also contend that the most successful pursued steady growth, not big bang leaps. SWA expanded slowly - four new cities in 1996, out of the 100 or so requesting SWA to enter, and took eight years just to expand outside Texas. Similarly, Intel limited its growth between 1981 - 1984, allowing AMD to gain ground; then came the 1985 recession, and AMD's rapid debt growth made it unable to recover quickly enough to again challenge Intel.

The preceding is credible, especially the overly-subdued warning about excess debt; however, the 'finding' is not infallible nor always easy to recognize in practice. For example, the drug industry has a dark reputation for minor molecule manipulation to extend patent lives and fend off generics, managing research findings to give the appearance of greater value than reality merits, and trying to skate around FDA marketing limitations. Sometimes this suffices, other times not. Intel would not have succeeded to the degree it did had it not first gotten out of the overly competitive memory market it began in. New businesses in China repeatedly leap to the forefront through fast growth and maximizing scale economies. And SWA would not have succeeded to the degree it did without also bringing a radically new business model to a senescent industry. Thus, a second warning against taking 'Great by Choice' too literally.

And what about Apple? The butt of Collins' comparison vs. Microsoft, it has since become the world's most valuable company! Yet, Jobs' focus was on implementing product innovation, simplification and superb aesthetics - always immediately or within seeming impossible time-frames, and never on steady financial, product development, or growth. Microsoft, during this more recent time period, despite its paranoia fell behind as it missed out on the social media craze, seriously lagged Google in Internet search, and was a clunky also-ran vs. Apple in phones, pads, and music. Then there's Facebook - suddenly appearing out of nowhere and without any business plan, now seriously threatening Google's advertising revenues. Oops - that would be the third warning.

Genentech outpaced Amgen in patent productivity by > 2X and was named by 'Science' magazine as having an unmatched record in the industry for creating major new breakthroughs. Overall, the authors found 3 instances where 10X firms were more innovative and 4 where their less successful competitors were. They concluded that the 10X companies were not more innovative than their counterparts; that conclusion, however, would never pass any valid test of statistical validity, nor most people's test of common sense validity. Thus, a fourth reason not to take their conclusions literally.

Bottom-Line: 'Great by Choice' has some good material for leaders to be aware of; however, they should not make it their only diet.
7 internautes sur 7 ont trouvé ce commentaire utile 
Uncharacteristically flawed analysis 26 mars 2013
Par Nathan Ives - Publié sur Amazon.com
Format: Relié
Great by Choice by Jim Collins and Morten Hansen represents a detailed assessment of companies thriving in times of uncertainty compared with similar organizations not performing so well. In the analytical tradition of Built to Last, Good to Great, and How the Mighty Fall, Collins and Hansen imperially demonstrate that organizations performing well in tumultuous times:

- Have leaders who were more disciplined, more empirical, and more paranoid
- Believed that a `fast world' necessitated `fast decisions' and `fast actions' was a good way to fail
- Changed less in reaction to the radically evolving world than their poorer performing comparison companies

I like Great by Choice for its data-driven analysis of organizational performance in turbulent times. I believe this assessment and its findings are particularly relevant given today's highly uncertain marketplace.

However, I believe there are some flaws in Collins and Hansen's analysis. First, it appears that a majority of the 10x companies were small, fragile, and subsequently more nimble than their comparisons during the early portion of the comparison period. I feel this difference in organizational structure materially influenced the results each company was able to achieve; the 10x companies having `less to lose' were better positioned to take the actions necessary for a higher long-term payoff whereas their peers were laden with `historical scaring' - legacy contracts and obligations, well established shareholder expectations, etcetera - and were subsequently more confined in what they are able to do and so were less likely to be able to take the action needed to achieve 10x gains.

Another flaw was the comparison of Microsoft to Apple. While both were high tech companies during the assessment period, Microsoft was a software company whereas Apple was an integrated software and hardware company; placing it in a very different business. I disagree that these companies were comparative.

Finally, Collins and Hansen do not broaden their analysis to include companies such as Microsoft and Apple that change performance positions over time. Subjectively, if a company can be great by choice, then turnarounds such as that which Apple orchestrated in the 2000s should not only be possible but, given the vast number of businesses in the marketplace over the past 100+ years and the several periods of market turbulence, should have occurred in other instances. Validating the Great by Choice principles against several turnaround examples would help strengthen their assertions - assuming they are true.

In spite of my analytical reservations, I like Great by Choice and believe it offers significant, if not groundbreaking, insight to the principles for building a successful organization regardless of the marketplace environment. For its data-driven insights of how to succeed during uncertain times, Great by Choice is a StrategyDriven recommended read.

All the Best,
Nathan Ives
StrategyDriven Principal
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