Built to Last
Call Number: HSSE - 2nd floor HF5386 .C735 2002
Publication Date: 2004-06-24
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.
Good to Great
Call Number: Vet Med 658 C694g 2001
Publication Date: 2001-10-16
The Challenge Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great? The Standards Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck. The Comparisons The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good? Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't. The Findings The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. “Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.” Perhaps, but who can afford to ignore these findings?
The First 90 Days
Call Number: HSSE - 3rd floor 658.4 W326f 2003
Publication Date: 2003-11-01
The international bestseller and globally acknowledged bible on leadership and career transitions Fully a quarter of all managers in major corporations enter new leadership roles each year. Whether their assignments involve starting a new job, being promoted internally, or embarking on an international assignment, how new leaders manage their transitions can mean the difference between success and failure.In The First 90 Days, Michael D. Watkins, a noted expert on leadership transitions, offers proven strategies for moving successfully into a new role at any point in one's career. Concise and practical, The First 90 Days walks managers through every aspect of the transition, from mental preparation to forging the right alliances to securing critical early wins. Through vivid examples of successes and failures at all levels, Michael Watkins identifies the most common pitfalls new leaders encounter and provides tools and strategies for how to avoid them.As hundreds of thousands of readers already know, The First 90 Days is your roadmap for taking charge quickly and effectively during critical career transition periods--whether you're a first-time manager, a midcareer professional on your way up, or a newly minted CEO.Published by Harvard Business Review Press.
The Heart of Change
Call Number: HSSE - 3rd floor 658.406 K848h 2002
Publication Date: 2002-08-01
Why is organizational change so hard? Because in order to make any transformation successful, you must change more than just the structure and operations of an organization--you need to change people’sbehavior.And that is never easy. The Heart of Changeis your guide to helping people think andfeeldifferently in order to meet your shared goals. According to bestselling author and renowned leadership expert John Kotter and coauthor Dan Cohen, this focus on connecting with people’s emotions is what will spark the behavior change and actions that lead to success.The Heart of Changeis the engaging and essential complement to John Kotter’s international bestsellerLeading Change. Building off of Kotter’s revolutionary eight-step process, this book vividly illustrates how large-scale business change can work. With real-life stories of people in organizations, the authors show how teams and individuals get motivated and activated to overcome obstacles to change--and produce spectacular results. Kotter and Cohen argue that change initiatives often fail because leaders rely too exclusively on data and analysis to get buy-in from their teams instead of creatively showing or doing something that appeals to their emotions and inspires them to spring into action. They call this the see-feel-change dynamic, and it is crucial for the success of any true organizational transformation. Refreshingly clear and eminently practical,The Heart of Changeis required reading for anyone facing change and looking to build their leadership skills. Published by Harvard Business Review Press.
lynda.com Professional Development Training
- Purpose: This service provides Purdue faculty and staff access to online learning tutorials in various technology and business skills. Tutorials may be viewed on a variety of devices, exercise files may be downloaded for additional learning opportunities. This resource is designed to help Purdue’s workforce promote individual and team development.
- Audience: The Purdue workforce
- Availability: Unlimited online access
- Related Developmental Opportunities: Lynda.com login quick reference card, Purdue Workforce Development Library
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