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Good to Great: Why Some Companies Make the Leap... and Others Don't
by Jim Collins
List Price: $27.50
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On 7-22-2006
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Amazon.com's Best of 2001
Five years ago, Jim Collins asked the question, "Can a good company become a great company and if so, how?" In Good to Great Collins, the author of Built to Last, concludes that it is possible, but finds there are no silver bullets. Collins and his team of researchers began their quest by sorting through a list of 1,435 companies, looking for those that made substantial improvements in their performance over time. They finally settled on 11--including Fannie Mae, Gillette, Walgreens, and Wells Fargo--and discovered common traits that challenged many of the conventional notions of corporate success. Making the transition from good to great doesn't require a high-profile CEO, the latest technology, innovative change management, or even a fine-tuned business strategy. At the heart of those rare and truly great companies was a corporate culture that rigorously found and promoted disciplined people to think and act in a disciplined manner. Peppered with dozens of stories and examples from the great and not so great, the book offers a well-reasoned road map to excellence that any organization would do well to consider. Like Built to Last, Good to Great is one of those books that managers and CEOs will be reading and rereading for years to come. --Harry C. Edwards
From Publishers Weekly
In what Collins terms a prequel to the bestseller Built to Last he wrote with Jerry Porras, this worthwhile effort explores the way good organizations can be turned into ones that produce great, sustained results. To find the keys to greatness, Collins's 21-person research team (at his management research firm) read and coded 6,000 articles, generated more than 2,000 pages of interview transcripts and created 384 megabytes of computer data in a five-year project. That Collins is able to distill the findings into a cogent, well-argued and instructive guide is a testament to his writing skills. After establishing a definition of a good-to-great transition that involves a 10-year fallow period followed by 15 years of increased profits, Collins's crew combed through every company that has made the Fortune 500 (approximately 1,400) and found 11 that met their criteria, including Walgreens, Kimberly Clark and Circuit City. At the heart of the findings about these companies' stellar successes is what Collins calls the Hedgehog Concept, a product or service that leads a company to outshine all worldwide competitors, that drives a company's economic engine and that a company is passionate about. While the companies that achieved greatness were all in different industries, each engaged in versions of Collins's strategies. While some of the overall findings are counterintuitive (e.g., the most effective leaders are humble and strong-willed rather than outgoing), many of Collins's perspectives on running a business are amazingly simple and commonsense. This is not to suggest, however, that executives at all levels wouldn't benefit from reading this book; after all, only 11 companies managed to figure out how to change their B grade to an A on their own. Copyright 2001 Cahners business Information, Inc.
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Getting Things Done: The Art of Stress-Free Productivity
by David Allen
List Price: $15.00
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On 7-22-2006
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Product Review
With first-chapter allusions to martial arts, "flow," "mind like water," and other concepts borrowed from the East (and usually mangled), you'd almost think this self-helper from David Allen should have been called Zen and the art of Schedule Maintenance. Not quite. Yes, Getting Things Done offers a complete system for downloading all those free-floating gotta-do's clogging your brain into a sophisticated framework of files and action lists--all purportedly to free your mind to focus on whatever you're working on. However, it still operates from the decidedly Western notion that if we could just get really, really organized, we could turn ourselves into 24/7 productivity machines. (To wit, Allen, whom the New Economy bible Fast Company has dubbed "the personal productivity guru," suggests that instead of meditating on crouching tigers and hidden dragons while you wait for a plane, you should unsheathe that high-tech saber known as the cell phone and attack that list of calls you need to return.) As whole-life-organizing systems go, Allen's is pretty good, even fun and therapeutic. It starts with the exhortation to take every unaccounted-for scrap of paper in your workstation that you can't junk, The next step is to write down every unaccounted-for gotta-do cramming your head onto its own scrap of paper. Finally, throw the whole stew into a giant "in-basket" That's where the processing and prioritizing begin; in Allen's system, it get a little convoluted at times, rife as it is with fancy terms, subterms, and sub-subterms for even the simplest concepts. Thank goodness the spine of his system is captured on a straightforward, one-page flowchart that you can pin over your desk and repeatedly consult without having to refer back to the book. That alone is worth the purchase price. Also of value is Allen's ingenious Two-Minute Rule: if there's anything you absolutely must do that you can do right now in two minutes or less, then do it now, thus freeing up your time and mind tenfold over the long term. It's commonsense advice so obvious that most of us completely overlook it, much to our detriment; Allen excels at dispensing such wisdom in this useful, if somewhat belabored, self-improver aimed at everyone from CEOs to soccer moms (who we all know are more organized than most CEOs to start with). --Timothy Murphy
--This text refers to the
Hardcover
edition.
From AudioFile
Productivity trainer and consultant David Allen offers a crash course in basic time management and personal organization. While Allen's reading is a little stiff, his enthusiasm for the topic and his passion for systems comes across loud and clear. Allen's message is concise: Organize yourself to free your mind for greater pursuits. And this simple production makes that daunting task seem possible. It's a quick glimpse at setting goals, clearing clutter, and staying focused. Allen's reading, although one dimensional, suits the nature of the topic, making this worth the time for the effort it will save down the road. H.L.S. © AudioFile 2002, Portland, Maine-- Copyright © AudioFile, Portland, Maine
--This text refers to the
Audio CD
edition.
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Doyle Brunson's Super System: A Course in Power Poker
by Doyle Brunson
List Price: $29.95
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A Guide To The Project Management Body Of Knowledge (PMBOK Guides)(3rd Edition)
by Project Management Institute
List Price: $49.95
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$29.97
On 7-22-2006
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Book Description
A Guide to the Project management Body of Knowledge (PMBOK® Guide)—2000 Edition is now available in eight additional languages to help project managers around the world. Each of PMI’s official translations includes a bilingual glossary of newly translated and standardized project management terminology. This allows candidates to study the guide in the same language in which they plan to take the Project management Professional (PMP®) certification exam. PMI undertook a rigorous, year-long process to ensure the maximum effectiveness of each official translation. Each translation team included qualified bilingual PMPs as well as professional translators and editors. Official translations: Chinese, Japanese, Spanish, Portuguese, French, Korean, German and Italian.
--This text refers to the
Paperback
edition.
Inside This Book
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First Sentence:
The primary purpose of the PMBOK Guide is to identify that subset of the Project management Body of Knowledge that is generally recognized as good practice. Read the first page
Statistically Improbable Phrases (SIPs):
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organizational process assets, project scope management plan, enterprise environmental factors, project management process groups, project scope statement, work breakdown structure component, schedule model data, integrated change control process, product scope description, more project phases, work performance information, data flow among the processes, procurement document package, project time management processes, schedule network logic, completed project deliverables, systematic quality activities, cost estimate supporting detail, preliminary project scope, procurement management plan, schedule network analysis, activity resource estimating, contract management plan, project management plan, staffing management plan
Capitalized Phrases (CAPs):
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Process Groups, Third Edition, Project management Institute, Four Campus Boulevard, Newtown Square, Close Project, Communications Planning, Project Procurement Management, Project Quality Management, Develop Project Charter, Project Communications Management, Manage Stakeholders, Project Human Resource Management, Acquire Project Team, Develop Preliminary Project Scope Statement, Develop Project Team, Manage Project Team, Perform Quality Control, Plan Contracting, Project Integration Management, Request Seller Responses, Perform Quality Assurance, Standards Program Member Advisory Group, Expert Judgment Expert, Standards Manager
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© Adapt, Inc. 1998-2006
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