Amazon.com's Best of 2001
Five years ago, Jim Collins asked the question, "Can a good company become a great company and if so, how?" In Good to Great Collins, the author of Built to Last, concludes that it is possible, but finds there are no silver bullets. Collins and his team of researchers began their quest by sorting through a list of 1,435 companies, looking for those that made substantial improvements in their performance over time. They finally settled on 11--including Fannie Mae, Gillette, Walgreens, and Wells Fargo--and discovered common traits that challenged many of the conventional notions of corporate success. Making the transition from good to great doesn't require a high-profile CEO, the latest technology, innovative change management, or even a fine-tuned business strategy. At the heart of those rare and truly great companies was a corporate culture that rigorously found and promoted disciplined people to think and act in a disciplined manner. Peppered with dozens of stories and examples from the great and not so great, the book offers a well-reasoned road map to excellence that any organization would do well to consider. Like Built to Last, Good to Great is one of those books that managers and CEOs will be reading and rereading for years to come. --Harry C. Edwards
Book Description
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:
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Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness.
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The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence.
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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.
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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?
Customer Reviews:
A very thought-provoking book for people trying to grow their business........2007-10-02
This was a very interesting book for me to read. I have to imagine that I am in a pretty narrow target market for this book, though the concepts may be broadly applied. I work for a small business and can see many opportunities to put this book's findings to work.
The book tells the various stories of companies that made a transition from a market participant to market leader and saw sustained success for at least 15 years. The author was able to identify a few common factors between these companies, and he and his research team present them as a model for us to follow.
I had but one small issue, which is probably not information that contributes to the rest of the research. They detail radical decisions made by upper management, sometimes completely changing the face of an established business. I figure there must be a largely disproportionate number of business that fail when they made the same or a similar move. I would have liked to see some detail behind how those successful companies came to make that decision. The decision itself was largely overlooked.
Like many "business" books, I feel that much of what was written here was largely common sense. They weren't necessarily ideas that I have had or would have come up with on my own, but as I read them they seemed mundane in analysis. It made the reading slow going, but there was a silver lining -- for instant gratification, each chapter ends with a few pages of main concepts extracted from the text.
There was some very insightful research in Good to Great. The common elements identified were relevant and practical. It would not be an easy model to follow, but if it were it would defeat its own purpose to isolate those corporate characteristics that set successful companies apart. If you have ever wondered what steps you should follow to take your company from Good to Great, this is a book you should read (even if it is just the chapter summaries).
"Good" is not "good enough"........2007-10-02
"Good" is not "good enough". When organizations and/or individuals settle for "good" as "good enough" they set themselves up to become obsolete. "Good to Great" looks at those organizations that decided never to settle for "good enough" and became "Great". How about you? Are you striving to become great at what you do, or have you settled for being good enough to get by? Does the organization that you work for have a plan to move from good to great? Are you a part of the change that will take your company to the next level or do you believe that your company is "good enough" right where it is?
I believe there is more value to be gained by pushing good organizations to become great than trying to turn mediocre organizations into good ones. The data presented in "Good to Great" shows just how much value can be gained by those willing to make the leap to Great. The book also shows you what principles of business those companies that made the leap had to adopt.
My favorite chapters are chapter two (Level 5 Leadership) and three (First Who...Then What). Level 5 Leadership address the benefits of having personal humility combined with a strong will to build something great. We have to many leaders at the top that have let their egos become more important than the organizations they run. "Good to Great" explains how the leaders of those companies that made the leap avoided the ego trap while having great ambitions for building something exceptional. Everyone who wishes to become a leader that makes a difference should read this chapter.
"First Who...Then What" does a good job of showing how great companies put "talent" at the top of the agenda. Any leader who wants to build a strong organization must put "talent" at the top of their agenda. Jim Collins address two critical issues companies need to address when it comes to recruiting and developing their talent. He shows us why it is important to get the right people on the bus and the wrong people off the bus. And then goes on to explain how great companies get the people in the right seat. How many people in your organization are in the wrong seat? How many should be taken off the bus entirely? Companies are not good at hiring the right people and then are terrible at assigning them to the right job. This chapter is a must for anyone involved in the hiring of talent.
I also recommend spending some time at jimcollins.com. I have visited and revisited this site to get more information on the concepts presented in "Good to Great". Buy the book, then go to the website and start your own journey from good to great.
Larry Kevin Adams
theactionator.com
Good To Great.......2007-09-28
Our company is taking the advice of the book to heart. We have formed our "hedgehog" group and all are excited. We want to work in an environment of greatness. The book shows us the way. We have 7 of our employees who have agreed to "donate their time" at lunch several times a month to help us identify our circles. I would recommend this book to any company or organization that truly wants to have their maximum impact in the arena in which they operate!
My Business Bible.......2007-09-24
If I have a bible for business, this is it. First who then what is the only way to go!
Still applicable in 2007.......2007-09-19
I enjoyed the thought provoking aspect of this book. The different levels of leadership, the hedgehog concept are the two takeaways from this book.
How many of us fall into the trap of being everything to everyone? Most I suspect from the findings presented in the book.
Read this book to find out how you can strive to be a Level 5 leader. I found the book very insightful. Jim Collins and his team hit a homerun!
Book Description
A grand and revelatory portrait of Wall Street’s most storied investment bank
Wall Street investment banks move trillions of dollars a year, make billions in fees, pay their executives in the tens of millions of dollars. But even among the most powerful firms, Lazard Frères & Co. stood apart. Discretion, secrecy, and subtle strategy were its weapons of choice. For more than a century, the mystique and reputation of the "Great Men" who worked there allowed the firm to garner unimaginable profits, social cachet, and outsized influence in the halls of power. But in the mid-1980s, their titanic egos started getting in the way, and the Great Men of Lazard jeopardized all they had built.
William D. Cohan, himself a former high-level Wall Street banker, takes the reader into the mysterious and secretive world of Lazard and presents a compelling portrait of Wall Street through the tumultuous history of this exalted and fascinating company. Cohan deconstructs the explosive feuds between Felix Rohatyn and Steve Rattner, superstar investment bankers and pillars of New York society, and between the man who controlled Lazard, the inscrutable French billionaire Michel David-Weill, and his chosen successor, Bruce Wasserstein.
Cohan follows Felix, the consummate adviser, as he reshapes corporate America in the 1970s and 1980s, saves New York City from bankruptcy, and positions himself in New York society and in Washington. Felix’s dreams are dashed after the arrival of Steve, a formidable and ambitious former newspaper reporter. By the mid-1990s, as Lazard neared its 150th anniversary, Steve and Felix were feuding openly.
The internal strife caused by their arguments could not be solved by the imperious Michel, whose manipulative tendencies served only to exacerbate the trouble within the firm. Increasingly desperate, Michel took the unprecedented step of relinquishing operational control of Lazard to one of the few Great Men still around, Bruce Wasserstein, then fresh from selling his own M&A boutique, for $1.4 billion. Bruce’s take: more than $600 million. But it turned out Great Man Bruce had snookered Great Man Michel when the Frenchman was at his most vulnerable.
The LastTycoons is a tale of vaulting ambitions, whispered advice, worldly mistresses, fabulous art collections, and enormous wealth—a story of high drama in the world of high finance.
Customer Reviews:
Oh, the memories.......2007-07-27
This book brought back so many memories of the time (late eighties/early nineties) and place. Looking back while reading this book, I realize how much I learned about people and industry while working in investment
banking (albeit a bit remotely) in NYC in those years. The level of detail
that Bill Cohan brings to the topic of Lazard is noteworthy. It's a fun
read for insiders and non-insiders alike. I hope things are better for
women now - my daughter wants to be an investment banker when she grows up!
A great book for "warped" people (like myself)!.......2007-06-11
660+ pages about the 150+ year history of Lazard Feres might put most people to sleep. Not me! As someone who actually likes this stuff, I found this book fascinating. The history of big money and finance is actually one of big personalties, and this book gives an inside look at several of the major players. Although tedious at times to read, I made it through the entire book in a couple of days. The most fascinating part of the entire story is simply that money at the levels discussed in this book doesn't seem real--most people could never fathom how corporate finance is conducted. I recommend this book to anyone interested in the subject of investment banking, especially those considering a career in that arena.
Long but worth it.......2007-05-30
extremely long, but it gives you a great description of how an organization rises and falls with the times and the great men who are at the wheel.
Destined to be a Classic.......2007-05-24
Cohan has brought to life a vivid and spellbinding tale of the legendary giants in the investment banking field (Meyer, Rohatyn, David-Weill, Rattner, and Wasserstein) at Lazard, offering a compelling and revealing portrait of the relentless personalities that invented, dominated and defined the last few decades of M&A banking. At the same time, The Last Tycoons is, at its core, a saga of ambition, egotism, greed, vanity and pride of Shakespearean proportions played out on the grand stage of corporate takeovers and national politics.
What emerges is not a noble picture of what these ostensibly "Great Men" purported themselves to be. Instead, it is apparent that at Lazard, the black arts of power and greed were the currency used to exhort and extort men of high ambition and intellect to achieve stature and enormous fees. The long shadow of Andre Meyer (unquestionably a Sith Lord) looms over the Lazard partnership and his protégés and successors, Felix Rohatyn and Michel David-Weill. Meyer was a brilliant financier with no peer with the exception of Bruce Wasserstein and it's fitting and deserving that the story of Lazard begins and ends with these two men. In between, Michel and Felix weave a complex and fascinating legacy of fear and loathing in the intervening decades.
For bankers and professionals in the field, Cohan's detail and emotional and psychological nuances will be tantalizing and relevant. For those aspiring to enter the field, it's a cautionary tale - it's very hard to play on the big stage on Wall St without darkening your soul. This story is destined to be a Classic amongst Barbarians and Den of Thieves
barbarians at the gates of central park .......2007-05-19
maybe the first casualty of wealth is self-knowledge. that is the takeaway from William Cohan's fine history of the fabled lazard freres banking house. in these pages we watch titans of finance gloat and preen while their castle crumbles from corruption and mismanagement.
Its a terrific story peopled with fascinating characters. who wouldn't, after reading this book, want to dine with the formidable felix rohatyn. He fled the Nazis as a boy, rescued New York from financial ruin and ditched Lazard at just the right moment to serve the nation as Bill Clinton's Ambassador to France. His intellect and achievement dominate the book, just as Felix dominated wall street for a generation. His departure from the firm caps the end of "the great man" era in investment banking. In Rohatyn's day only a select handful of wise men could be trusted to guide transactions. Nowadays all you need is armani and a spread sheet.
Even as he maps the tectonic movement in investment banking, Cohan keeps it light with plenty of well-researched dish on criminal investigations, love affairs, fabulous art collections, New Yorkana and the occasional drop to earth by some of Lazard's wax-winged partners. I closed the book -- a whopping 750 pp's -- edified and thoroughly entertained.
Book Description
What’s the secret to wowing your customers while maintaining a loyal and dedicated workforce? No one knows better than Enterprise, the nation’s #1 car rental company. Drawing upon the time-tested strategies that have propelled Enterprise from a single location in St. Louis into a $9 billion global powerhouse, EXCEEDING CUSTOMER EXPECTATIONS reveals how to:
• Actively seek out unsatisfied customers and quickly turn them into loyal fans
• Hire smart people and train them from the ground up
•Develop methods to reduce costs and add value for your customers in every interaction.
• Grow your business by rewarding employees with financial incentives, forming strong partnerships, and focusing on the long-term
• Thrive during tough economic times by bringing new advantages to the market
• Cultivate a fun and friendly workplace where teamwork rules
In EXCEEDING CUSTOMER EXPECTATIONS, noted business author Kirk Kazanjian reveals how your company can consistently outperform and outsmart the competition by following a simple philosophy espoused by Enterprise founder Jack Taylor: “Take care of your customers and employees first, and the profits will follow.” Winning customer loyalty is like running a marathon–not a 100-yard dash. By mastering this principle, Enterprise has earned not only record profits, but also received numerous awards for customer service and earned an enviable reputation as one of the world’s best companies to work for.
EXCEEDING CUSTOMER EXPECTATIONS imparts timeless lessons on satisfying both customers and employees that you can put to use right away, no matter what your business or industry.
Customer Reviews:
"Pick Up" Your Customer Service!!!.......2007-03-10
This book is AWESOME! Although Enterprise is a car rental company, many of their methods can be successfully applied to other businesses. Another great companion book to this is The Ultimate Question by Fred Reicheld. They both make the assertion that you have to turn first time customers into "promoters" who will return AND bring others with them. When I need to rent a car I will Pick Enterprise...They Pick Me Up!!!
Great book about a great company.......2007-03-08
Enterprise is the best, and this book tells us exactly why. Take care of your customers and employees first, then the profits will follow. Well written, easily understood, this is a book that anyone having anything to do with customer service should read. Learn the secret that makes Enterprise Rent-a-Car so succussful. Well worth the read.
PROVIDES IMPORTANT GUIDELINES FOR SUCCESS IN A HIGHLY COMPETITIVE MARKET........2007-03-02
The author uses Enterprise to uncover critical insights that he distills into clearly stated key points. The essential focus of the book is on people...employees.
This is an first-rate analysis of a winning company, giving the reading important guidelines for success in any highly competitive market. Human resource professionals (yes, HR folks) should read this book, along with those who are concerned with business planning and marketing.
Good Book. Wrong Title........2007-03-02
EXCEEDING CUSTOMER EXPECTATIONS by Kirk Kazanjian may be viewed in a variety of ways. Many will consider this book nothing more than a marketing campaign, and in large part, they would be correct. However, I find no fault in that. If that were the intention of the people at Enterprise, it is ingenious. They certainly won my loyalty, not that I ever have much need to rent a vehicle, but if I ever do,....
Others might view this book just as the title opines, an instructional treatise on customer service. They too would be correct, but only to a certain degree. I say that because I found the book to be more of a business model. In fact, I would say this book is broken down thusly; 50% business model, 30% Enterprise company history and 20% customer service. Therefore, my only big knock on this book is the title, which leads the reader to believe customer service is the primary focus here. It is not. That is not to say, however, that readers will not glean valuable information on customer service, just not as much as this reader would have liked.
The book reads well and Kazanjian is to be commended for his work, but I do not believe the story paints quite the intended picture. I found in large part, the Enterprise Company bumbled its way into prosperity because a few headstrong employees refused to follow company policy! A good example is the Enterprise "we'll pick you up" mantra. I won't give too much of the book away, but this and other business innovations within the company happened by chance. Please do not mistake this as ridicule of the company. Enterprise is certainly a gem in today's marketplace, just understand that according to this book, much of the company's success wasn't planned that way. Perhaps that in and of itself is what has made them successful; their ability to adapt.
I would like to make one other observation about the title of the book. My fear is that many will miss out on this book because of the title. This is an excellent resource for constructing a business model and is, at best, a mediocre source on customer service. If you are on a quest for knowledge on "exceeding customer expectations" you will likely be disappointed here as there are certainly more informative volumes available.
Great for your business.......2007-02-17
If you are looking for a book to give your employees for customer service skills this is the only one.
Book Description
Praise for THE SCIENCE OF SUCCESS
"Evaluating the success of an individual or company is a lot like judging a trapper by his pelts. Charles Koch has a lot of pelts. He has built Koch Industries into the world's largest privately held company, and this book is an insider's guide to how he did it. Koch has studied how markets work for decades, and his commitment to pass that knowledge on will inspire entrepreneurs for generations to come."
—T. Boone Pickens
"A must-read for entrepreneurs and corporate executives that is also applicable to the wider world. MBM is an invaluable tool for engendering excellence for all groups, from families to nonprofit entities. Government leaders could avoid policy failures by heeding the science of human behavior."
—Richard L. Sharp, Chairman, CarMax
"My father, Sam Walton, stressed the importance of fundamental principles—such as humility, integrity, respect, and creating value—that are the foundation for success. No one makes a better case for these principles than Charles Koch."
—Rob Walton, Chairman, Wal-Mart
"What accounts for Koch Industries' spectacular success? Charles Koch calls it Market-Based Management: a vision that nurtures personal qualities of humility and integrity that build trust and the confidence to enhance future success through learning from failure, and a culture of thinking in terms of opportunity cost and comparative advantage for all employees."
—Vernon Smith, 2002 Nobel laureate in economics
"In a very thoughtful, creative, and understandable way, Charles Koch explains how he has used the science of human behavior to create a culture that has produced one of the world's largest and most successful private companies. A must-read for anyone interested in creating value."
—William B. Harrison Jr., Former Chairman and CEO, JPMorgan Chase & Co.
"The same exacting thought, rooted in the realities of human nature, that the framers of the U.S. Constitution put into building a nation of entrepreneurs, Charles Koch has framed to build an enduring company of entrepreneurs—a company larger than Microsoft, Dell, HP, and other giants. Every entrepreneur should study this book."
—Verne Harnish, founder, Young Entrepreneurs' Organization, author of Mastering the Rockefeller Habits, CEO, Gazelles Inc.
Customer Reviews:
The Science of Success.......2007-09-30
I really enjoyed this book as you get to get into the mind of Charles Koch. I would have given it a 5 star, except I felt he could have added more substance to the book.
Amy Buick.......2007-09-16
The Science of Success packages a lifelong study of the conditions that support or conversely, stymie greater prosperity for all, adding a new dimension to the definition of corporate responsibility. I will continue to recommend this book to young, promising entrepreneurs who not only seek success but more importantly desire to add value to society.
Management Philosophies and Methods of a Successful Long-Term Leader.......2007-09-04
The privately held Koch companies have compounded their book value by about 20 percent a year since 1967, an enviable record that's made even more impressive by realizing the diversified nature of the enterprises the companies include. At the time of the writing, the combined firms account for $90 billion in annual revenues and employ 80,000 people in 60 countries. That's big-league success. What's more remarkable is that the author, Charles G. Koch, has headed these operations for 40 years while this success was accomplished. When Mr. Koch speaks, wise people should listen.
In The Science of Success, Mr. Koch describes the management philosophy and methods he has employed to direct his organizations. A well-read and thoughtful engineer, Mr. Koch's methods are not unique to him, nor are they originated by him. Rather the philosophies and methods are ones that he has combined in a novel way that few companies pursue.
Mr. Koch is a bigger thinker than that, seeing his methods (Market-Based Management) as a stepping stone between how individual performance can be improved and how liberty can free societies to accomplish more.
In focusing on Market-Based Management, Mr. Koch describes five key elements that need to be combined with one another for full effectiveness:
1. Vision (using experimentation to improve value delivered for customers based on a sense of what the best opportunities are and what the organization can most effectively accomplish)
2. Virtue and Talents (attract and retain people who want to follow the right principles with appropriate talents for the tasks)
3. Knowledge Processes (systematically add to, disseminate, and apply knowledge related to profitability)
4. Decision Rights (encourage people to become better decision makers after they have developed their skills and to be accountable for the decisions they make)
5. Incentives (reward employees as much as possible by the long-term value they have helped deliver for the organization)
Several things are noteworthy about the book that will interest you. Today, many organizations have "vision statements" which encourage everyone to do good while doing well. Mr. Koch finds that statements inadequate: He encourages instead that employees find out what improvements will expand sales and profits the most and focus on those . . . that's what he means by vision. Back when strategic planning was being formulated, that was the original meaning of vision . . . a meaning that's mostly been lost since then. I endorse Mr. Koch's view as an important one.
Another of Mr. Koch's valuable perspectives is to measure by opportunity cost: When you picked up a dime while a $5 bill rolled by, you didn't gain a dime . . . you lost $4.90. In today's quarter-by-quarter drive for profits among public companies, opportunity cost is all but ignored. That's a major mistake.
Mr. Koch is also a believer in being sure that the message is heard and understood. He points out how often when introducing new practices that no improvements followed because people didn't understand the purposes of the initiatives.
I found his concern about how success hobbles organizations matches my own research on the stalls (bad mental models and habits) that plague successful organizations . . . and turn them into unsuccessful organizations.
If you decide to read only one book about how to be an effective business leader this year, I encourage you to make it this one.
I also suggest you go further and visit Mr. Koch's company. You won't really understand what he's talking about until you see people applying this management philosophy.
Bravo, Mr. Koch!
A Distinct Worldview .......2007-08-06
Before reading The Science of Success, I had heard of Koch Industries and Charles Koch in passing, but had never really thought about the company, its people or, most importantly, their philosophy. After reading it, however, I've come to understand, just a bit, why Koch and his company are so successful in every way.
His Market-Based Management is much more than a recipe for success. It's a distinct, ethical and principled worldview in a world and age often lacking in well-thought out and much-less adhered to worldviews. I am not a businessman and work for myself. Nevertheless I found The Science of Success far more than just a book which explains why the company is so successful. The worldview expounded upon by Koch involves an understanding of history, human nature, the economy, culture and politics, among others. He draws on these as he explains, in greater detail, his Market-Based Management and how it applies to Koch Industries. But I believe it can be applied not only to business, but individuals as well and how we live our lives. The subjects of vision, virtue and talents, knowledge processes, decision rights and incentives (the five dimensions which make up MBM), can all be applied to us as we go about our busy lives, in our interactions with family, friends, co-workers, bosses, and others. It is this philosophy which makes The Science of Success an important read to those wanting to make a positive impact on the world around them.
Integrating Theory and Practice.......2007-08-06
By putting complex philosophical ideas into a practical context, Charles Koch's primer for prosperity demonstrates that voluntary exchange and individual responsibility are at the heart of success. Koch recognizes that his investment is in people--and that encouraging each employee find his inner entrepreneur creates value for the organization. Businessmen and bureaucrats alike will benefit from Koch's reasoned and readable discussion of how markets foster transformation, innovation, and ultimately, a freer society.
Book Description
The Toyota Way Fieldbook is a companion to the international bestseller The Toyota Way. The Toyota Way Fieldbook builds on the philosophical aspects of Toyota's operating systems by detailing the concepts and providing practical examples for application that leaders need to bring Toyota's success-proven practices to life in any organization. The Toyota Way Fieldbook will help other companies learn from Toyota and develop systems that fit their unique cultures.
The book begins with a review of the principles of the Toyota Way through the 4Ps model-Philosophy, Processes, People and Partners, and Problem Solving. Readers looking to learn from Toyota's lean systems will be provided with the inside knowledge they need to
- Define the companies purpose and develop a long-term philosophy
- Create value streams with connected flow, standardized work, and level production
- Build a culture to stop and fix problems
- Develop leaders who promote and support the system
- Find and develop exceptional people and partners
- Learn the meaning of true root cause problem solving
- Lead the change process and transform the total enterprise
The depth of detail provided draws on the authors combined experience of coaching and supporting companies in lean transformation. Toyota experts at the Georgetown, Kentucky plant, formally trained David Meier in TPS. Combined with Jeff Liker's extensive study of Toyota and his insightful knowledge the authors have developed unique models and ideas to explain the true philosophies and principles of the Toyota Production System.
Customer Reviews:
Toyota Way Fieldbook.......2007-10-09
Great addition to the Toyota Way book. Includes interesting tools to help implement and sustain principles.
Excellent Lean Mfg Reference Book.......2007-09-28
For those interested in learning about a Lean environment, this is probably one of the best references.
Implementing Lean Principles.......2007-07-19
This is an excellent on how to implement lean in a manufacturing facility. The plant leadership at our site has used this book to start a bookclub, reading one chapter a week and reviewing it the next. I wish we would have read this book sooner. It would have help to reduce a lot of frustrations. The book also covers Toyota's leadership structure and suggests how to go about implementing lean on the shopfloor if you are just beginning the journey.
Practical and useful "how to" companion to the Toytota Way.......2007-07-16
Book description: what's the key message?
While Jeffrey Liker's book The Toyota Way was an examination of the 14 Principles of the Toyota Way, it was not an explicit "how to" guide at a tactical level. This follow up book is intended as the more practical guide to Becoming Lean (to borrow the title of an earlier book written by Liker). The Fieldbook is organized in the framework of Toyota's 4 P's:
* Philosophy
* Process
* People and Partners
* Problem Solving
The book starts first with "philosophy," not lean tools. It develops an important relationship between the two. The book, in its entirety, emphasizes that copying Toyota tools, regardless of how thoroughly, is not enough to become lean. Early chapters talk about defining your company's purpose and philosophy, providing many examples of Toyota's purpose and unique view of their place in society and the world. From there, the Fieldbook guides you through a reasonable progression of lean topics and methods to work with in your own company. While there is no simple linear progression through a lean transformation, the authors address the challenge well in structuring the flow of the book. Typical "early" stages of lean learning and implementation are covered first, including learning how to identify waste, establishing process stability, and developing flow. The book spends more time on organizational culture and management methods, as opposed to tools. The book remains practical and actionable, rather than theoretical.
A strong central portion of the book focuses on developing leaders, how to lead in a lean environment, and how to develop "exceptional" employees. One particular highlight are the detailed examples, including a breakdown of the roles of Group Leaders, Team Leaders, and Team Members in a lean setting, not covered in most lean books.
The book recognizes that companies are not Toyota as a starting point. Rather, they are trying to become a Toyota-like lean organization. There is a chapter on respecting suppliers and managing them as Toyota does. The last sections of the book cover Toyota problem solving and implementation strategies, including a discussion of the pros and cons of different common lean transformation or implementation approaches, including kaizen events and the development of a "Company Production System."
How does it contribute to the lean knowledge base?
This book is a unique compilation of Toyota Production System methods, concepts, and philosophies. There are many adaptable examples of Toyota tools and methods, including Standard Work Combination tables, Cross Training matrices, 5 Why's problem solving analysis, and A3 reports. There are many new case study examples in the book that will be helpful, even to an experienced lean practitioner.
The book is also unique in that it is co-authored by a former Toyota team leader, an American, as opposed to reading an older book by Toyota executive Taiichi Ohno or consultant Shigeo Shingo.
What are the highlights? What works?
The book is very readable and easy to understand. Its layout and format borrows many of the good practices of the "For Dummies" series. You might consider this to be a "Toyota Production System For Dummies" book. There are many callouts with icons indicating "Tips" and "Traps" to look out for in your own lean implementation, to help avoid common lean implementation mistakes or failure modes.
This is very helpful, as the authors realize that it can be difficult work implementing lean. They never talk down to you or make you feel bad that you might struggle with the Toyota Way in your own environment, because you are not Toyota.
Furthermore, co-author David Meier was a group leader at Toyota. Many perspectives on Toyota come from the process or industrial engineering perspective, but the perspective of front-line supervisor is of significant value and often overlooked.
What are the weaknesses? What's missing?
While this is clearly a field book in its application focus, it is less clear how it is connected to companion book, The Toyota Way. The 14 principles of that book are mentioned briefly but are not integrated into this book. The Fieldbook has value as a standalone volume, but those looking for a specific companion to The Toyota Way will be disappointed.
You might be surprised to not find much information about Kanban, a process made famous by Toyota. Although the concept of pull is covered, there is no chapter on Kanban or examples of calculations or Kanban cards. Thankfully, there are many references and other books available on this topic.
How should I read this to get the most out of it?
The book can be read straight through. For an experienced lean practitioner, it can easily be used as a reference book. Topics are well organized and tools are easy to find with a well-documented index. For example, if you want an example of an A3 Report, you will find many pages of explanation about the tool and how to use you. You will also find fully completed examples of the tool. This is extremely helpful and adds to the book's value as a practical reference.
Great addition to Toyota Way but not as good.......2007-05-27
The Toyota Way Fieldbook is excellent and it's a great addition to the Toyota Way. It's hard to write a book as good as the Toyota Way, this book is good, but not as good as Toyota Way.
When I started reading the fieldbook, I was highly dissapointed. The first 200 pages basically just explained the basic lean tools. It's good if you do not know them, but I felt that the book didn't add anything to the existing lean literature. I expected more from Jeff Liker, especially after the excellent Toyota Way.
Part IV of the book starts around page 200 and talks about developing people. Here, for me, the book took a turn and became better the more I continued. (I also immediately ordered the new Toyota Talent book to hope to get more information on this side of Toyota). The organizational structures and training descriptions was very concrete, as I would expect in a fieldbook. Then Part V started around page 300 and it was... excellent. It's about find root causes and continuous learning. Just chapter 14 is worth the whole book. The description of the "therefore" method and it's relationship to the 5why's is very important. (this section talks about how 5why is a method for finding the root cause, but it's just as important to abstract the problem in "the true problem" so that you got more flexibility in ways of solving it).
The last part is about managing the change. The stories are all very nice and concrete. The advise is useful.
I really like this book, especially chapter 14! It gave me, again, new insights in Toyota's way of working and especially it's culture. The stories made it concrete and they were fun to read. Recommended, after you finished the Toyota Way.
Average customer rating:
- A good guide from start to finish
- Learn a lot
- very good all-around reference
- Difficult to follow!
- A Must Have Pub
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ASIN: 0071375252 |
Book Description
Successfully navigate the confusing maze of land development
If you're looking for cutting-edge blockbuster coverage of the land development process, the search ends here! Written by one of the nation's premier consulting firms, this new edition delivers up-to-date coverage of planning, engineering, and surveying . . . all with over 700 illustrations, including diagrams, detailed drawings, plats, and reports generated at the various design stages, as well as charts, tables, and more.
This edition includes regulatory changes; new data on open space areas for landscape architects; coverage of the latest advances in GPS and GIS technology; new perspectives on urban growth; and updated case studies, plans, and details. You'll find a thorough description of the design and approval process for residential, commercial, and retail land development projects and access to valuable bottom-line information on:
* Environmental issues, including erosion and sediment control, storm water management, environmental impact studies and assessments, and water quality
* Types of local regulations; where to get necessary project approval; what to expect during the process
* Site analysis and selection criteria for feasibility studies
* Technical information on the design of suburban infrastructure components such as water treatment and supply systems, sanitary sewer systems, storm drain systems, and roads
* The complete spectrum of surveying methods, including Global Positioning System Surveys and Geographic Information Systems
Customer Reviews:
A good guide from start to finish .......2007-07-24
As a general civil engineer in private practice this book has provided a good overview on the more abstract side of land development including financing, rezoning, and public involvement. All of which, are topics that typical engineers strugle with as it is not the enjoyable aspect of what engineers are trained to do. Nevertheless, these abstract components are just as real as the plans we develop. Of course, the book is excellent for hands on design and calculation support.
Learn a lot.......2007-05-13
As a novice developer, this book put me on the right track without all the confusion and terms I would have never understood. It was simple to understand and after reading it, I felt like I knew a lot more. Very interesting and satisfying. Great reference guide all the way around.
very good all-around reference.......2004-03-01
I primarily work as a structural-architectural engineer and am becoming more and more involved in civil-site work. This handbook is exactly what I was looking for in terms of something that would quickly get me "up to speed" in the fundamentals of civil-site design.
Of course, no single book could (or should) be thought of as a substitute for the experience and mentoring received from seasoned professionals in a design office, but this one has enough technical explanation and details to get you going with confidence.
I choose this one over the Colley book (reviewed both before making purchase) as Land Development Handbook has more of the technical info that engineers would seek.
Difficult to follow!.......2003-12-16
I am in a class at Community College of Baltimore County and we are using this book at this time. Our whole class along with the Professor find this book to be very difficult to follow. The book constantly repeats itself making it extremely boring to read and is not fluent at all. They have examples that reference charts that are 3-5 pages apart from the problem being discussed the formulas you almost have to figure out for yourself how they are used and there are alot of typos.
I recomend burning this book!!!!!!!
A Must Have Pub.......2002-07-04
Ever since I purchased this publication I can't stop using it. Every civil engineer should have this as part of their reference library, regardless of your area of specialty. It provides macro to micro scale explanations of general processes, design applications, etc in a very readable format. More times than I can remember I have looked to this book for an answer or at least for some guidance and was throuroughly satisfied. No it is not a definitive reference for civil engineers but its' breadth and usability overshadows any technical shortcomings. If I had to have just one reference book for my area of practice (general civil), this would be it. Yeah, yeah, the "Standard Handbook for Civil Engineers" is a more definitive reference, but I usually find out what I need in this pub.
ps - Almost everyone of my fellow employees that has used the book has purchased their own, find someone you know who has a copy and check it out for yourself.
Book Description
WAKE UP AND SMELL THE SUCCESS!
You already know the Starbucks story. Since 1992, its stock has risen a staggering 5,000 percent! The genius of Starbucks success lies in its ability to create personalized customer experiences, stimulate business growth, generate profits, energize employees, and secure customer loyalty-all at the same time.
The Starbucks Experience contains a robust blend of home-brewed ingenuity and people-driven philosophies that have made Starbucks one of the world's “most admired” companies, according to Fortune magazine. With unique access to Starbucks personnel and resources, Joseph Michelli discovered that the success of Starbucks is driven by the people who work there-the “partners”-and the special experience they create for each customer. Michelli reveals how you can follow the Starbucks way to
- Reach out to entire communities
- Listen to individual workers and consumers
- Seize growth opportunities in every market
- Custom-design a truly satisfying experience that benefits everyone involved
Filled with real-life insider stories, eye-opening anecdotes, and solid step-by-step strategies, this fascinating book takes you deep inside one of the most talked-about companies in the world today.
For anyone who wants to learn from the best-and be the best-The Starbucks Experience is a rich, heady brew of unforgettable user-friendly ideas.
Customer Reviews:
All fluff no substance.......2007-10-05
This is a charming book and I've learned a lot about Starbucks by reading it. However, it was all fluff and no real substance and it came across as a PR piece for Starbucks.
If you're expecting a book that will give you some insight as to how to replicate the "Starbucks experience", you won't find that here. In truth, I read 1/2 to 3/4 of this book and gave up on it. After a while, it became tiresome to read anecdote after anecdote without any real substance behind it.
Highly Recommended Reading.......2007-10-03
Why has Starbuck's seen such phenomenal success and growth in a highly competitive niche? How have they becoming synonymous with coffee the way Kleenex is to tissue?
Michelli makes the case that it's partly consistent quality coffee, but much more so the whole "experience" consumers can expect at any Starbucks.
The author breaks down what makes up the Starbucks Experience into:
1) MAKE IT YOUR OWN
2) EVERYTHING MATTERS
3) SURPRISE AND DELIGHT
4) EMBRACE RESISTANCE
5) LEAVE YOUR MARK
He fills the book with stories that demonstrate the points made which makes it very readable. I did find the distinction between items 1-3 above a little vague and that many of the examples could easily have fit into one of the other categories he created.
I would be fascinated to hear more about how Starbuck's screens to get employees that give service well beyond the norm.
If your vocation involves any level of customer service this is for you and great to share with your friends, employees and business partners.
starbucks is special because it is personal.......2007-09-20
this book shows why starbucks is special. At first blush, it is so glowing in its praise that it seems like propaganda. But the sheer volume of anecdotes and the homely feel of many of them quickly sink in. One in particular sticks in my mind. A starbucks shop was hiring partners (employees) and decided to hire some local homeless people. The partners chipped in to buy them suitable clothes until they could earn enough to stand on their own. Now tell me, why can't other companies do this? good question.
Attention to Details.......2007-09-16
The Starbucks Experience provides an interesting insite as to keeping it simple and staying focused on details. From the fields to the customers, a total focus on details makes the Starbucks Experience a terrific guide on how to conduct business.
REALLY LIKED IT - BOUGHT 4 MORE COPIES!.......2007-08-29
A quick read with tasty principles and mouth-watering ideas. I bought 4 copies for a church organization's staff to give them guidance as they grow to be a dynamic place in their community. (And, because Starbuck's in one of their favorite places to buy beverages!)
Book Description
KISS THEORY GOOD BYE
NEW BUSINESS BOOK GIVES TEXTBOOK THEORY THE BIG KISS OFF!
Business Expert Writes the Playbook on 'How To' Rapidly Increase Performance and Profit in Any Company.
Bob Prosen cuts like a laser through the fog of political correctness and business-as-usual in his new book, Kiss Theory Good Bye: Five Proven Ways to Get Extraordinary Results in Any Company.
Prosen says he's had enough of the business books that tell readers what to do rather than how. "Forget the platitudes and feel-good anecdotes from a few CEOs and business gurus. Get to the point—the how-to details that can actually help leaders get the results they need in the companies they run," Prosen counsels.
With the same genius that he used to turn around inherited, underperforming operations within 12 to 18 months in some of the world's most prominent companies including AT&T, Sprint, Hitachi, NCR, and Sabre, Prosen delivers a straightforward, no-nonsense, battle proven guide to accelerate performance and profits in any organization.
"A smart business leader can achieve unprecedented bottom-line results by forsaking abstract discussions and vague textbook theory, shutting down endless excuses, killing off company politics, holding people accountable, and simply doing things that clearly work," says Prosen.
Kiss Theory Good Bye shows you how to quickly and consistently achieve extraordinary results in leadership, sales effectiveness, operational excellence, financial management, and customer loyalty.
Packed with easy to follow, step-by-step instructions, this book will show you how to
•Achieve consistent results, quarter after quarter
•Align your entire workforce to meet the organization's top objectives
•Increase accountability so you get the results you need
•Attract and retain top talent
•Beat your competition and lock in customer loyalty
•Reduce costs while increasing quality
•React less and have more time to plan
•Make your job easier and your organization run more smoothly
Contrary to the book's seemingly corporate focus, readers quickly point out that his business execution principles apply equally to not-for-profit organizations. As Los Angeles Unified School District Business Manager Michael A. Eugene reports, "Kiss Theory Good Bye is a compelling read, offering a toolbox to public- and private-sector managers alike to help establish clear focus, increase accountability, effective management, and measurable outcomes."
While other business books try to tell you what to do to run your business better, faster and for greater profit, Bob Prosen's Kiss Theory Good Bye gives you the tools and step-by-step directions to make it happen. For leaders who demand superior results, Kiss Theory Good Bye delivers the goods for taking immediate - and lasting - action.
My goal for sharing my knowledge and experiences is to give you the answers you need to immediately enable your enterprise to achieve its full potential. Leaders want their ideas and initiatives consistently carried out without hassle and rework. They want accountability, and value results over theory. I wrote Kiss Theory Good Bye with two principles in mind. First, theory would be replaced with proven tools, tactics, and answers that get results. Second, all of the information must be relevant and directly applicable to today's business challenges without the need for translation.
Until now this information has only been available piecemeal, leaving you to find, assemble, and translate it to fit your business. You might have gathered some of it through mentors, by trial and error, or by surviving the "school of hard knocks." But by the time you finish reading Kiss Theory Good Bye, you will have the answers you need to immediately begin improving results throughout your entire organization. And you will find that this book will remain a useful resource for quick, proven answers to resolve your most pressing business challenges.
Customer Reviews:
Required Reading for MBA Students.......2007-09-24
From the moment I read Prosen's book, I knew it had to be required reading for the MBA class I'm teaching. Because my day job puts me in the trenches with organizations of all sizes, I knew that this book hit the nail on the head. While other books make the case for getting from "good to great" this book creates the roadmap for HOW to achieve it. With relevant examples, usable tools, and a down-to-earth common sense approach, Prosen provides a timeless tool of common sense for senior leaders of organizations. He also provides applicable reasons for addressing the "nay sayers" in the organization. If you're tired of books that provide a lot of fluff with little take-back-to-your-desk-application, then get this book. My MBA students have assured me that they are keeping this book in their library.
Practical advice and a powerful read!.......2007-08-11
Our CEO group used the content from this book to transform our businesses in 2007! The tools and concepts are both practical and measurable. To date it has helped our group increase enterprise value by over $500M! The entry price of this book seems pretty reasonable for the return.
There are better places to spend your business-book dollars.......2007-07-19
Thirty-one Amazon customers loved Kiss Theory Good Bye: Five Proven Ways to Get Extraordinary Results in Any Company (Bob Prosen, Gold Pen Publishing, 2006, 256 pages). I didn't. I'm more inclined to agree with Publishers Weekly that this book is "prosaic" and "utterly familiar." There are better places to spend your business-leadership-book money.
Prosen set out to provide answers and tools to help business leaders overcome barriers to success. Drawing on 25 years of consulting experience, and on the self-ratings of some 66 leaders, Prosen claims to have found five crippling habits that prevent success and five attributes of successful organizations.
Unless you just crawled out of a cave, you already know what it takes to succeed:
Superior leadership
Sales effectiveness
Operational excellence
Financial management
Customer loyalty.
You need to read many books, watch many leaders in action, and try many things yourself to really understand each of these. Prosen devotes between 14 and 24 pages to each one. That's just not enough to give you any new insights or ideas.
If I were you, I'd turn to these books instead:
For general leadership insight, look to Confronting Reality: Doing What Matters to Get Things Right and 12: The Elements of Great Managing.
For sales effectiveness, turn to Strategic Customer Care : An Evolutionary Approach to Increasing Customer Value and Profitability and Delivering Profitable Value: A Revolutionary Framework to Accelerate Growth, Generate Wealth, and Rediscover the Heart of Business.
For operational excellence, your focus should be on increasing value-adding activities and eliminating non-value-adding activities. (This isn't the same as Prosen's cost-control focus.) Here I recommend two books that explain Lean thinking: Lean Thinking : Banish Waste and Create Wealth in Your Corporation, Revised and Updated and The Toyota Way Fieldbook.
The best source on financial management I've read is Financial Intelligence: A Manager's Guide to Knowing What the Numbers Really Mean.
For customer loyalty, you can't go wrong if you pick up Lean Solutions: How Companies and Customers Can Create Value and Wealth Together.
Back to the Basics.......2007-07-15
A refreshing theme throughout this book is the need for companies to create cultures based on accountability and results. When organizations have clear directives and hold team members accountable to achieve them, great things happen. Without these basic building blocks, some of the "cripplers" that Bob enumerates - rationalizing inferior performance, planning in lieu of action, and aversion to risk/change spread throughout organizations substantially eroding their effectiveness. This is "common sense, but not common practice" - a mantra frequently repeated by the author.
Bob introduces 5 attributes of highly profitable companies - superior leadership, sales effectiveness, operational excellence, financial management, and customer loyalty. He then explains how to execute in each of the areas. Bob asks questions to help the reader identify where his/her organization stands in each area so focus can be placed appropriately. Lists of actions complete each chapter with references to additional helpful materials available on the author's website.
Leaders/Managers at all levels need to get back to the basics. This book shows them the way. It cuts through the clutter and noise and addresses common problems with practical and proven solutions. If the tips in this book are "practiced," and institutionalized extraordinary results will follow.
Nick McCormick - Author, Lead Well and Prosper: 15 Successful Strategies for Becoming a Good Manager
Finallly a book with practical and real-world application.......2007-07-02
I was fortunate enough to see Bob speak at a local SMEI event several months back which prompted me to purchase the book there in person. His practical, real-life examples and principles are a must for the successful GM and sales leader. Thanks Bob for a book we can all apply right away!
Mike Merrill
Account Executive
Dell, Inc.
Plano, TX
Amazon.com
This analysis of what makes great companies great has been hailed everywhere as an instant classic and one of the best business titles since In Search of Excellence. The authors, James C. Collins and Jerry I. Porras, spent six years in research, and they freely admit that their own preconceptions about business success were devastated by their actual findings--along with the preconceptions of virtually everyone else.
Built to Last identifies 18 "visionary" companies and sets out to determine what's special about them. To get on the list, a company had to be world famous, have a stellar brand image, and be at least 50 years old. We're talking about companies that even a layperson knows to be, well, different: the Disneys, the Wal-Marts, the Mercks.
Whatever the key to the success of these companies, the key to the success of this book is that the authors don't waste time comparing them to business failures. Instead, they use a control group of "successful-but-second-rank" companies to highlight what's special about their 18 "visionary" picks. Thus Disney is compared to Columbia Pictures, Ford to GM, Hewlett Packard to Texas Instruments, and so on.
The core myth, according to the authors, is that visionary companies must start with a great product and be pushed into the future by charismatic leaders. There are examples of that pattern, they admit: Johnson & Johnson, for one. But there are also just too many counterexamples--in fact, the majority of the "visionary" companies, including giants like 3M, Sony, and TI, don't fit the model. They were characterized by total lack of an initial business plan or key idea and by remarkably self-effacing leaders. Collins and Porras are much more impressed with something else they shared: an almost cult-like devotion to a "core ideology" or identity, and active indoctrination of employees into "ideologically commitment" to the company.
The comparison with the business "B"-team does tend to raise a significant methodological problem: which companies are to be counted as "visionary" in the first place? There's an air of circularity here, as if you achieve "visionary" status by ... achieving visionary status. So many roads lead to Rome that the book is less practical than it might appear. But that's exactly the point of an eloquent chapter on 3M. This wildly successful company had no master plan, little structure, and no prima donnas. Instead it had an atmosphere in which bright people were both keen to see the company succeed and unafraid to "try a lot of stuff and keep what works." --Richard Farr
Book Description
"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.
Customer Reviews:
Identity is Built to Last.......2007-08-30
It is interesting to review a business book more than 10 years after it has been labeled a best seller - is it still relevant today? Yes, in the case of this classic! The lessons conveyed are as useful today, as they were when it was first published. No surprise, given what the authors set out to discover when they began their research: What distinguishes long-time, high performing companies from their competitors? Their key concept about what it takes to build a visionary company - "preserve the core and stimulate progress" seems to be a fundamental truth about the evolutionary nature of free markets. Certainly their, "Try Lots of Stuff and Keep What Works" and "Good Enough Never Is", lessons sound like evolutionary processes of adaptation.
The key concept might be more simply described by saying, "Maintain your identity - core values & purpose - while focusing on a living performance vision." That makes it a personal concept as well as an organizational concept - not a bad thing when you consider that any organization is a collection of people. When something makes sense for the individual and the organization, perhaps there-in resides the reason it is a long-term winner! Dennis DeWilde, Author of The Performance Connection
Built to last.......2007-08-10
This is the most relevant, well-presented, easy-to-read research project I've seen. The data is easily transferable to to practical use. I have seen its implementation make a really big positive difference in groups within organizations.
Must-read for anyone interested in business.......2007-04-13
This book is the result of an elaborative research and a great data-analysis. It gives an insight into the some of the greatest companies of the world in different fields and different time-periods.
Authors have done a great job in explaining and justifying their research and data through the appendices and bibliography. A study of all the existing companies to find the visionary ones is really a daunting task and this research team has done a terrific job in establishing a definition of a "visionary company".
Must-read for professionals at any level of the organization hierarchy!!!
Great insight.......2007-03-30
Both Built to Last and Good to Great are the best business books anyone can ever read. Nice work!
Excellent Research, Very Helpful Findings.......2007-03-25
I would not necessarily agree that the predecessor was a better book. The two books have different purposes, and I believe both are very helpful.
The authors present their research process and findings, as well as 12 myths:
Myth #1: It takes a great idea to start a great company.
Myth #2: Visionary companies require great and charismatic visionary leaders.
Myth #3: The most successful companies exist first and foremost to maximize profits.
Myth #4: Visionary companies share a common subset of "correct" core values. [Note: by this, they do not mean to say that values are not important; on the contrary. However, they explain that there is no specific set of values common to all successful companies, but that these vary from one to another.]
Myth #5: The only constant is change.
Myth #6: Blue-chip companies play it safe.
Myth #7: Visionary companies are great places to work, for everyone.
Myth #8: Highly successful companies make their best moves by brilliant and complex strategic planning.
Myth #9: Companies should hire outside CEOs to stimulate fundamental change.
Myth #10: The most successful companies focus primarily on the competition.
Myth #11: You can't have your cake and eat it too.
Myth #12: Companies become visionary primarily through "vision statements".
The authors debunk each of these myths by presenting their findings.
One of the most powerful lessons, which I underlined, is this: "... most of them view their products and services as making useful and important contributions to customers' lives... they exist to do something useful..."
The authors show that companies with long-term and solid success throughout time are not simply focused on making money or growing their business by X% annually. They have a stronger and greater mission, and their products and service exist primarily to support that vision. This is why, even when products become obsolete, the company with a strong sense of purpose continues to change and evolve beyond product life cycles. An important lesson for most companies in corporate America.
Customer Reviews:
GREAT book!.......2007-10-09
I read this book and am now successfully marketing my own website/small business on my own. I have steadily watched as my website continues to climb in the rankings and I am getting more and more traffic all the time.
This book is really all you need to get going!
Thanks again,
Julian Epstein
New York, NY
"Search Engine Marketing, Inc." - An Outstanding Book.......2007-09-24
"Search Engine Marketing, Inc." is a wonderful resource for anyone involved in search marketing. With an easy to read style, the book is entertaining yet enormously informative. It is an invaluable source of ideas and practical advice.
"Search Engine Marketing, Inc." does something that many books do not - it helps the reader understand the motivations and diverse objectives of searchers. This knowledge gives you an enormous advantage as you plan a search marketing campaign.
This book arms you with an in-depth understanding of what it takes to be successful in search marketing. It is, without doubt, the best book of its kind.
The SEO/SEM Bible.......2007-07-26
This was one of the best books on Search Engine Marketing and Optimization that is out there. It covered almost every aspect of Marketing and Optimization. From a person who has purchased and read almost every book in this field, please take it from me, this is the book you want! It covered Pay-per-click, organic searches, conversion rates, E-Commerce in general. Truly one of the BEST books on Search Engine Marketing and Optimization. As an avid Search Engine Marketer, I still refer back to it. A+
Professional, practical guidence on SEO and SEM.......2007-05-30
While I think that search engine marketing is a moving target and it's best to read current articles and journals, this book provides a great foundation for people interested in pursuing or understanding internet marketing, search marketing, or search engine optimization. It provides practical guidance and advice on what to do now but also works as a higher level strategic plan as well. It's written by IBMers, so there is definitely a level of professionalism compared to hackers or other non-corporate authors. Good book to add to your library, as I reference it from time to time.
Essential reading for anybody in the web space.......2007-05-23
I would argue that this is perhaps the finest, most concise guide to Search Engine Marketing. Developers, Marketers, CopyWriters, Managers and just about anybody else with a stake in search traffic through a website should find this material valuable. Do not expect code, expect sound advice on how to tailor your code. Do not expect copy, expect sound advice on how to focus your copy. After putting into practice what I learned form this book, I saw immediate and impactful results.
The book is also very current and is very ethical. Do not hesitate in making a decision to purchase this book. The payoff will be swift.
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- Hazardous Waste Operations & Emergency Response Manual and Desk Reference
- Heart of a Dog
- High Country Bride (The McKettrick Series #1)
- History: Fiction or Science? (Chronology, No. 1)
- History: Fiction or Science? (Chronology, No. 1)
- History: Fiction or Science? (Chronology, No. 1)
- History: Fiction or Science? (Chronology, No. 1)
- History: Fiction or Science? (Chronology, No. 1)
Books Index
Books Home
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