Review of Great by Choice

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Rating

9 Overall

9 Applicability

9 Innovation

8 Style


Review

Best-selling author Jim Collins teams up with University of California, Berkeley, management professor Morten T. Hansen to ask how certain companies excel during volatile, uncertain, complex and ambiguous (VUCA) times. The depth and complexity of their research reflects the authors’ management expertise plus their  considerable investment of time and money. They offer anecdotes, historic examples, case studies and business models to illustrate their theories and observations. Even though this classic manual’s research on specific companies extends only to 2002, its groundbreaking findings continue to provide applicable, practicable business advice to entrepreneurs, executives, and management students and professors. Bonus sections include “Research Foundations,” which describe every aspect of the authors’ research methods. This compelling study is a must-have classic for entrepreneurs, executives, and management students and professors.

About the Authors

Jim Collins has sold more than 10 million books worldwide, including his bestsellers Good to Great, Built to Last and How the Mighty Fall. He researches, teaches and consults from his management laboratory in Boulder, Colorado. Morten T. Hansen, a management professor at the University of California, Berkeley’s School of Information, is the author of Collaboration.

 

What Makes a “10X” Corporate Performer?

Collins and Hansen ask how and why – during the collapse of a strong bull market and other factors threatening financial stability in 2002 – did some companies thrive amid volatile, uncertain, complex and ambiguous (VUCA) times while other companies dwindled? They explain that the organizations which  moved from a “vulnerable” position to “spectacular performance” learned to embrace change as the only constant and to work with it. Yet, these 10X firms – so-named because they beat their industry indexes by a factor of 10 – often faced issues similar to those that roiled other organizations.

Collins and Hansen offer as an example Pacific Southwest Airlines, which struggled and became “irrelevant” despite having the same business model and opportunity as Southwest Airlines, an exemplary 10X.


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