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