編輯推薦
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.
內容簡介
Drawing upon a six-year research project at the Stanford University Graduate School of Business, James C. Collins and Jerry I. Porras took eighteen truly exceptional and long-lasting companies and studied each 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 the comparison companies and what were the common practices these enduringly great companies followed throughout their history?"
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 21st century and beyond.
作者簡介
Jim Collins is a student of companies—great ones, good ones, weak ones, failed ones—from young start-ups to venerable sesquicentenarians. The author of the national bestseller Good to Great and coauthor of Built to Last, he serves as a teacher to leaders throughout the corporate and social sectors. His work has been featured in Fortune, BusinessWeek, The Economist, USA Today, and Harvard Business Review.
精彩書評
"Built to Last...is one of the most eye-opening business studies since In Search of Excellence
-- Kevin Maney, USA Today
"A must read for any CEO who aspires to create a great company."
-- T.J. Rodgers, President and CEO, Cypress Semiconductor Corp.
前言/序言
《基業長青:打造百年企業的基石》圖書簡介 一部引領組織穿越周期、實現永續增長的權威指南 在瞬息萬變的商業叢林中,無數企業如流星般劃過天際,留下短暫的光芒。然而,少數企業卻能曆經風雨,穿越無數次經濟衰退與技術變革的浪潮,始終保持著旺盛的生命力,成為各自領域的燈塔。它們是如何做到的?它們的核心驅動力究竟是什麼? 《基業長青:打造百年企業的基石》(Built to Last: Successful Habits of Visionary Companies)正是一部緻力於揭示這一奧秘的裏程碑式著作。兩位卓越的研究者——吉姆·柯林斯(Jim Collins)和傑瑞·波拉斯(Jerry I. Porras)——以其嚴謹的學術態度和深刻的商業洞察力,通過一項長達六年的、開創性的對比研究,係統地剖析瞭那些超越一般優秀企業,最終成為“持久卓越”典範的“基業長青公司”(Visionary Companies)與它們的直接競爭對手之間的根本差異。 超越平庸:從“優秀”到“卓越”的質變 本書的研究起點並非關注那些“曇花一現”的明星企業,而是聚焦於那些在幾十年間持續超越市場平均水平、展現齣驚人韌性和適應性的組織。柯林斯和波拉斯將“基業長青公司”定義為那些不僅在財務上錶現卓越,更重要的是,它們在核心價值觀、使命感和社會影響力上都設定瞭行業的新標準,並且在其所在的領域內,持續地定義著“什麼是優秀”。 為瞭提煉齣真正的成功秘訣,研究團隊設計瞭一個嚴苛的對比模型。他們精心挑選瞭與“基業長青公司”在同一行業、同期起步、擁有相似産品和市場機會的“對標公司”。通過將“長青公司”與這些“對標公司”並置比較,作者得以剝離齣那些偶然因素和市場運氣,從而精準地鎖定那些真正驅動長期卓越的、結構性的習慣和哲學。 核心發現:六個決定性的習慣 通過對這些“長青公司”——如沃爾瑪(Walmart)、迪士尼(Disney)、寶潔(Procter & Gamble)、通用電氣(General Electric)等——的深入剖析,作者總結齣瞭六個跨越時空、具有普適性的核心特質,這些特質構成瞭企業永續發展的堅實地基: 1. 核心價值觀與目的(Core Values and Purpose): 卓越的企業不僅僅是追逐利潤的機器。它們擁有一套不可動搖的核心價值觀和超越賺錢的崇高目的。這些價值觀構成瞭組織的“憲法”,指導著員工在模糊不清的決策時刻做齣正確的選擇。它們不是掛在牆上的口號,而是深入骨髓的信仰體係。 2. 適應性而非戰略的僵化(Adaptability Over Rigid Strategy): 柯林斯和波拉斯強調,“長青公司”並非擁有一個永遠正確的五年計劃。相反,它們發展齣瞭一種“造鍾”的能力——建立起一套能夠持續産生新戰略、新産品和新變革的機製。它們“既能堅持又具適應性”(Preserve and Preserve and Preserve),能夠在堅守核心信仰的同時,毫不留情地拋棄過時的戰術和産品。 3. 內部産生接班人(Building from Within): 令人驚訝的是,大多數“長青公司”的最高領導者並非是空降的外部明星,而是從內部培養、與核心價值觀深度融閤的繼任者。這種模式確保瞭組織文化的純粹性與持續性,避免瞭外部人纔可能帶來的文化衝擊和方嚮偏離。 4. 持續的“理念驅動”而非“理念導嚮”(Built Around Ideas, Not Just People): 雖然偉大的領導者至關重要,但“長青公司”的成功並非係於任何一位魅力非凡的CEO。它們建立瞭一種製度,使得組織本身的概念和理念能夠超越任何個人的生命周期。他們更像是“造鍾人”,而不是“講故事的人”。 5. 追求“大而全”與“小而精”的平衡(Tyranny of the OR vs. Genius of the AND): 這是本書最振聾發聵的論斷之一。平庸的公司常常陷入“非此即彼”的思維陷阱(例如:我們必須選擇高利潤還是高市場份額?)。而“長青公司”則擅長駕馭“與”的關係,它們能夠在看似矛盾的要素中找到統一,例如:既能保持對核心價值的絕對忠誠,又能進行激進的、顛覆性的變革。 6. 追求“不可思議的成果”(Big Hairy Audacious Goals - BHAGs): 為瞭激發組織潛力,這些公司會設定一些看似遙不可及、需要付齣巨大努力纔能實現的目標——“宏偉、大膽、冒險的目標”。這些目標為全體員工提供瞭一個明確的奮鬥方嚮,將其從日常瑣事中解放齣來,共同緻力於創造一個令人振奮的未來。 對管理者的深刻啓示 《基業長青》不是一本提供速效藥方的管理手冊,而是一部關於組織哲學和長期思維的深度論述。它告誡管理者,真正的持久成功並非源於一時的市場運氣或天纔的戰略遠見,而是源於係統地、有意識地在組織內部植入一套經得起時間考驗的結構、文化和習慣。 本書對那些渴望超越短期盈利目標,追求在數十年甚至數百年間對社會産生積極影響的企業領導者、創業者和學者而言,具有無可替代的價值。它提供瞭一個清晰的藍圖,指導我們如何構建一個能夠自我更新、持續適應,並最終實現“基業長青”的組織實體。閱讀本書,就是踏上探索組織永恒生命力的旅程。