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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 very beginning. But what about companies that are not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? Are there those that convert long-term mediocrity or worse into long-term superiority? If so, what are the distinguishing characteristics that cause a company to go from good to great?Over five years, Jim Collins and his research team have analyzed the histories of 28 companies, discovering why some companies make the leap and others don't. The findings include:- Level 5 Leadership: A surprising style, required for greatness.- The Hedgehog Concept: Finding your three circles, to transcend the curse of competence.- A Culture of Discipline: The alchemy of great results.- Technology Accelerators: How good-to-great companies think differently about technology.- The Flywheel and the Doom Loop: Why those who do frequent restructuring fail to make the leap.

Building upon the concepts introduced in Good to Great, Jim Collins answers the most commonly asked questions raised by his readers in the social sectors. Using information gathered from interviews with over 100 social sector leaders, Jim Collins shows that his "Level 5 Leader" and other good-to-great principles can help social sector organizations make the leap to greatness.

But what about companies that are not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? Are there those that convert long-term mediocrity or worse into long-term superiority? If so, what are the distinguishing characteristics that cause a company to go from good to great?

We found no systematic pattern linking executive compensation to the process of going from good to great. The evidence simply does not support the idea that the specific structure of executive compensation acts as a key lever in taking a company from good to great.

Yes, compensation and incentives are important, but for very different reasons in good-to-great companies. The purpose of a compensation system should not be to get the right behaviors from the wrong people, but to get the right people on the bus in the first place, and to keep them there.

Good to Great examines the performance of 28 companies over a 30-year period to discover what makes a business truly successful. The book includes a useful (and practical) model that helps companies transition from "good to great" and doubles down on the importance of discipline in all areas of life. If your startup is currently underperforming due to a lack of productivity or bad habits, this book is a must! 2b1af7f3a8