| The book Good to Great: Why Some Companies | | | | exits. |
| Make the Leap… And Others Don't by Jim | | | | |
| Collins has sold 2.5 million hardcover copies | | | | 5. The people of good-to-great companies |
| since its publication and has been translated | | | | exert efforts to bring their company on top |
| into 32 languages. It's a product of 15 years | | | | and to retain their position. |
| of case study, 11 good-to-great companies, 84 | | | | |
| interviews with senior managers and board | | | | 6. The people of good-to-great companies |
| members of the companies, case studies, and | | | | learn the ropes so that they will be great on |
| comparison of the good-to-great companies | | | | things where they are not great in doing. |
| with a company with similar attributes that | | | | Good-to-great companies' people also know how |
| could have made the leap, but didn't. | | | | to be great in a not-so-great industry. |
| | | | |
| According to the study, there are nine | | | | 7. The people of good-to-great companies do |
| critical points which were followed by the | | | | not make technology the determining factor of |
| good-to-great companies' people through out | | | | their existence. People from good-to-great |
| the transition. | | | | companies know that technology alone won't |
| | | | make them a great company. |
| 1. The people of good-to-great companies are | | | | |
| disciplined - in thought and in action. | | | | 8. The people of good-to-great companies work |
| | | | hard with consistent effort. They adhere to |
| 2. The leader's goal of good-to-great | | | | the manner of driving the company in just one |
| companies is to build their companies for the | | | | direction building momentum until they reach |
| next generation. | | | | their target, eventually staying where they |
| | | | are with little or no effort at all. |
| 3. There are only the right people in the bus | | | | |
| during the ride from being a good-to-great | | | | 9. The people of good-to-great companies work |
| company; all the wrong people are left | | | | towards building their company to last a |
| behind. | | | | lifetime. |
| | | | |
| 4. The people of good-to-great companies face | | | | A good company has a chance of being a great |
| the facts and solve the problems, no matter | | | | company as long as its people don't lose |
| how painful they are. There are no cowardly | | | | sight of its company's goal. |