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Built to Last identifies 18 "visionary" companies and sets out to determine what's special about them. To get on the list, a company had to be world famous, have a stellar brand image, and be at least 50 years old. We're talking about companies that even a layperson knows to be, well, different: the Disneys, the Wal-Marts, the Mercks.

Whatever the key to the success of these companies, the key to the success of this book is that the authors don't waste time comparing them to business failures. Instead, they use a control group of "successful-but-second-rank" companies to highlight what's special about their 18 "visionary" picks. Thus Disney is compared to Columbia Pictures, Ford to GM, Hewlett Packard to Texas Instruments, and so on.

The core myth, according to the authors, is that visionary companies must start with a great product and be pushed into the future by charismatic leaders. There are examples of that pattern, they admit: Johnson & Johnson, for one. But there are also just too many counterexamples--in fact, the majority of the "visionary" companies, including giants like 3M, Sony, and TI, don't fit the model. They were characterized by total lack of an initial business plan or key idea and by remarkably self-effacing leaders. Collins and Porras are much more impressed with something else they shared: an almost cult-like devotion to a "core ideology" or identity, and active indoctrination of employees into "ideologically commitment" to the company.

The comparison with the business "B"-team does tend to raise a significant methodological problem: which companies are to be counted as "visionary" in the first place? There's an air of circularity here, as if you achieve "visionary" status by achieving visionary status. So many roads lead to Rome that the book is less practical than it might appear. But that's exactly the point of an eloquent chapter on 3M. This wildly successful company had no master plan, little structure, and no prima donnas. Instead it had an atmosphere in which bright people were both keen to see the company succeed and unafraid to "try a lot of stuff and keep what works." --Richard Farr --This text refers to an out of print or unavailable edition of this title.

From Library Journal
What makes a visionary company? This book, written by a team from Stanford's Graduate School of Business, compares what the authors have identified as "visionary" companies with selected companies in the same industry. The authors juxtapose Disney and Columbia Pictures, Ford and General Motors, Motorola and Zenith, and Hewlett-Packard and Texas Instruments, to name a few. The visionary companies, the authors found out, had a number of common characteristics; for instance, almost all had some type of core ideology that guided the company in times of upheaval and served as a constant bench mark. Not all the visionary companies were founded by visionary leaders, however. On the whole, this is an intriguing book that occasionally provides rare and interesting glimpses into the inner workings and philosophical foundations of successful businesses. Recommended for all libraries.
Randy L. Abbott, Univ. of Evansville Lib., Ind.
Copyright 1994 Reed business Information, Inc. --This text refers to an out of print or unavailable edition of this title.

But there's a dark side to the story: the legions of hungry, young investment bankers who make it all happen behind the scenes. Wall Street's young turks attach themselves to anything and everything that generates fees. In the late 1980s it was junk bonds and mortgage-backed securities. In the greedy 1990s and onward it's Internet stocks.

Now thanks to two recent defectors from Donaldson Lufkin & Jenrette, we can peek behind the curtains of these money-making machines. Their book, Monkey Business, is the funniest read since Michael Lewis' Liar's Poker, and it should give pause to anyone who comes in close contact with this rare species.

Two young MBA hopefuls, John Rolfe and Peter Troob, got sucked into Wall Street right out of Wharton and Harvard, respectively, soaked up the local color and left to tell all a short while later. The scenes are straight out of movies like Wall Street or The Boiler Room: The young associates nurse their supersize egos while their bosses try to crush them; they curse profusely and live large on four hours of sleep a night; they subsidize the strip clubs of Manhattan before Mayor Giuliani took the perk away from Wall Street.

But what do they really do for $200,000 a year? "It took our mothers six months to realize that we weren't stockbrokers, working the phones to sell crappy public offerings to unsuspecting investors," they write. "It took us another six months after that to realize that we were, in fact, selling crappy public offerings to investors." The only difference was that these two associates were shoveling the smelly deals to institutional investors, who then passed the bucket on.

Dave Barry couldn't have written a more schizophrenic tale. In a freewheeling narrative that alternates between the two men, Monkey Business lays out in exquisite detail how pitch books are developed (collaborative yet futile chaos dictated by hierarchy); how an investment bank arrives at a company's valuation (mostly guesswork driven by the desire to prove a company's march toward world domination); how to read a prospectus that an army of lawyers, bankers, accountants and managers have fought over in mind-numbing "drafting sessions" (skip everything except the financial statements). Then there's the story of a fruitless "due-diligence" trip for the junk-bond offering of an unnamed multinational wireless company, a wild goose chase over 12,000 miles through seven countries that yields little substance.

A year into their banking careers, both authors decide to chuck it all and get a life, leaving behind what they call a jungle full of commandeering baboons, dung beetles and busy monkeys. These days they work for a hedge fund, go home at 8 p.m. and toy with a Web site (www.streetmonkey.com) that pokes fun at anything Wall Street, from the relaxed dress code at Goldman Sachs to the demise of the Tiger management hedge fund. The duo isn't working on a pitch book to take themselves public - yet. --This text refers to an out of print or unavailable edition of this title.