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Good to great: Why some companies make the leap... and others don't

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4,1
(239798)

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  • 324 Seiten
  • 12 Lesestunden

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This carefully researched and well-written book disproves most of the current management hype-from the cult of the superhuman CEO to the cult of IT to the acquisitions and merger mania. It will not enable mediocrity to become competence. But it should enable competence to become excellence.

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Von Good to great: Why some companies make the leap... and others don't (2001) sind aktuell auf Lager verfügbar.

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Good to great: Why some companies make the leap... and others don't, Jim Collins

Sprache
Erscheinungsdatum
2001
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(Hardcover),
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Gebraucht - Gut
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16,99 €inkl. MwSt.

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  • Gratis Versand ab 14,99 € in ganz Deutschland! Mehr Infos.

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4,1
Sehr gut
239798 Bewertung
Jindřich J.

Ocekaval jsem lepsi knihu. Nektera tvrzeni jsou docela vagni a styl psani neni tolik poutavy.

k***@g***.com

Tahle kniha mě opravdu nadchla! Ze všech knih od Collinse je tahle jednoznačně nejzajímavější a nejužitečnější. Našla jsem v ní spoustu věcí, které si odnáším pro sebe. Rozhodně doporučuju.

Adam B.
Die Bewertung enthält Spoiler.

I don't think this book was the greatest, though I did find parts of it interesting. The author discusses habits that successful companies use, such as avoiding negative people and sticking with what works, which are logical ideas. However, I had two main issues: first, the book is too long and repetitive, and I would have preferred a more concise version. While the examples were helpful, the lengthy explanations often made things confusing. Second, the author's methodology is questionable, as he relies on a "panning for gold" approach without scientific data, which makes me skeptical of his conclusions. His prediction that companies will fail if they stop following his principles seems overly simplistic and doesn't account for other factors that contribute to success or failure. Overall, while the book starts strong, I became bored by the end and worry that some companies might overvalue its advice while ignoring other crucial elements.