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Find out what makes the truly exceptional companies different from other companies. ""Built to Last" . . . is one of the most eye-opening business studies since "In Search of Excellence."--"USA Today."

Publisher Comments:

HarperBusiness Essentials Note from Jim Collins and Jerry Porras,

authors of "Built to Last" As we sat down to write this author's note for the HarperBusiness Essentials edition, "Built to Last" celebrated its sixth year on the Business Week bestseller list. Far beyond what we would have dared to imagine, "Built to Last" has lived up to its own name.

Ironically, we can claim no credit for the title. Creativity often sprouts from frustration, and our editors in 1994 were frustrated in the extreme. We had inserted a clause into our publishing contract that gave us final right of approval, and as the publication date neared, we just kept vetoing titles. In all, something on the order of 127 different opti*** fell by the wayside, from "You are the Competition" to "Research Results on Visionary Companies."

The situation finally escalated to the executive editor for HarperCollins, who went home for the weekend and returned on Monday morning with an idea. "Here," he said, throwing a three by five note card on our editor's desk, "see if they'll go for this." On it he'd written the *** phrase "Built to Last."

And we had our title.

In retrospect, "Built to Last" is a great title, but it is also the wrong title. Not from a marketing standpoint (don't get us wrong, we'd still keep it), but from the standpoint of what this book is really all about. "Built to Last," it turns out, is not fundamentally about building to last. It is about building something that is worthy of lasting — about building a company of such intrinsic excellence that the world would lose something important if that ***anization ceased to exist. Implicit on every page is a *** question: Why on Earthwould you settle for creating something medi*** that does little more than make money, when you can create something outstanding that makes a lasting contribution as well? And in the end, as the evidence from our research showed, those who make a lasting contribution make more money over the long run anyway.

If we were rewriting "Built to Last" today, we would not overturn any of the basic concepts; they are timeless principles. We certainly know more about great companies than we did in 1994, and there is certainly much that we could add, but our faith in the fundamental findings has not faded. Indeed, we are more convinced than ever that building an enduring great company — one that is truly worthy of lasting — is a noble cause.

　　　　　　　　　　　　　　　　　　　　Jim Collins and Jerry Porras

　　　　　　　　　　　　　　　　　　　　March 31, 2002

Synopsis:

Drawing upon a six-year research project at the Stanford University Graduate School of Business, James C. Collins and Jerry I. Porras took eighteen truly exceptional and long-lasting companies and studied each in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day — as start-ups, as midsize companies, and as large corporati***. Throughout, the authors asked: "What makes the truly exceptional companies different from the comparison companies and what were the common practices these enduringly great companies followed throughout their history?"

Filled with hundreds of specific examples and ***anized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building ***anizati*** that will prosper long into the 21st century and beyond.

From Amazon.com

Built to Last became an instant business classic. This audio abridgement is read by the authors, who alternate chapters. Collins is a bit breathlessly enthusiastic, but clear and interesting; Porras, unfortunately, is poorly inflected and wooden. They set out to determine what's special about "visionary" companies--the Disneys, Wal-Marts, and Mercks, companies at the very top of their game that have ***d longevity and great brand image. The authors compare 18 "visionary" picks to a control group of "successful-but-second-rank" companies. Thus Disney is compared to Columbia Pictures, Ford to ***, and so on.

A central myth, according to the authors, is that visionary companies start with a great product and are pushed into the future by charismatic leaders. Usually false, Collins and Porras find. Much more important, and a much more telling line of demarcation between a wild success like 3M and an also-ran like Norton, is flexibility. 3M had no master plan, little structure, and no prima donnas. Instead it had an atmosphere in which bright people were not afraid to "try a lot of stuff and keep what works."

If you listen to this audiocassette on your daily commute, you may discove***hether you are headed to a "visionary" place of work--and, if so, whether you are the kind of employee who fits your employer's vision. (Running time: two hours, two cassettes) --Richard Farr

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 c***tant bench mark. Not all the visionary companies were founded by visionary leaders, however. On the w***, this is an intriguing book that occasionally provides rare and interesting glimpses into the inne***orkings and philosophical foundati*** of successful businesses. Recommended for all libraries.

Randy L. Abbott, Univ. of Evansville Lib., Ind.

Book Dimension

Height (mm) 204 　　　　　　　　　　　　　　　　　　　　　 Width (mm) 134

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不仅公司，建立一个***远瞩的部门或团体，也可以思考培养接班人规划的事情，只是规模比较小而已。如果被车撞了，谁能接替角色？要怎样帮助这些人发展？要做什么规划，以确保高升时能够顺利而又秩序地传承？

***远瞩公司不在短期和长期之间寻求平衡，追求的是短期和长期都有优异表现；***远瞩公司不光是在理想主义和获利能力之间追求平衡，还追求高度的理想主义和高度的利润；***远瞩公司不光是在保持严谨形状与***勇猛的变革和行动之间追求平衡，而是两方面都做得淋漓尽致。

第一流人才的考验是同时在心里坚持两个相反的理想，却仍然能够运作。

他们主要致力于建立一个组织，一个会滴答走动的钟，而不是找对时机、用一种***远瞩的产品构想打进市场、或利用一次优秀产品生命周期的成长曲线；他们并非致力于取得***远瞩领袖的人格特质，而是采取建筑大师的方法，致力于构建***远瞩公司的组织特质；他们努力的最大成果不是实质地体现一个伟大的构想，不是表现人格的魅力，不是满足个人的自尊或累积个的的财富，他们最大的创造物是公司本身及其代表的一切。

志趣是好事，但是，把志趣转化为具体事项、变成有约束力的机能，才能分出高下，决定时成为***远瞩公司，还是永远空想而已

他们对员工灌输理念，规定必须严密契合公司，并利用下列实用、具体的事项创造出一种身属特殊团体的意识

・兼具理念与实际内容的新人培训与后续培训计划，教导价值观、标准、历史和传统。

内部“大学”与培训中心

・由同事与顶头上司负责在职社会化培训。

・严格由内部逐级提升的政策一一雇用年轻人，从内部提升，并且从年轻时开始塑造员工的心态。

宣扬“英雄事迹”和公司典范（例如顾客颂扬英雄事迹的信函、大理石雕像等）。

・独有的语言与名词（例如“演员表成员”“摩托罗拉人”），强化既有的参考架构，强化身属特殊精英团体的意识。

・公司歌曲、肯定言辞或誓言，强化心理上的认同。

在招聘期间或雇用的头几年实施严格的筛选程序。

采用的奖励和升迁标准明确地与要求员工全心融入公司理念并为一谈。

・用奖赏、竞赛和公开表扬奖励尽力符合公司理念的人，用明显、有形的惩罚惩处逾越理念界限的人。

・宽容不违反公司理念的诚实错误（小过失），对于违反理念的行为（罪恶）和人员严惩不贷或解雇。

・设置“诱导”员工相信公司理念的机制（财务或时间方面的投资

・用庆祝的方式加强成就感、归属感和与众不同的意识。

・工厂与办公室布置加强公司的标准与理想。

用口头和文字断强调公司的价值观、传及身属与众不同团体的意识

书籍介绍

在线阅读本书

Find out what makes the truly exceptional companies different from other companies. ""Built to Last" . . . is one of the most eye-opening business studies since "In Search of Excellence."--"USA Today."

Publisher Comments:

HarperBusiness Essentials Note from Jim Collins and Jerry Porras,

authors of "Built to Last" As we sat down to write this author's note for the HarperBusiness Essentials edition, "Built to Last" celebrated its sixth year on the Business Week bestseller list. Far beyond what we would have dared to imagine, "Built to Last" has lived up to its own name.

Ironically, we can claim no credit for the title. Creativity often sprouts from frustration, and our editors in 1994 were frustrated in the extreme. We had inserted a clause into our publishing contract that gave us final right of approval, and as the publication date neared, we just kept vetoing titles. In all, something on the order of 127 different opti*** fell by the wayside, from "You are the Competition" to "Research Results on Visionary Companies."

The situation finally escalated to the executive editor for HarperCollins, who went home for the weekend and returned on Monday morning with an idea. "Here," he said, throwing a three by five note card on our editor's desk, "see if they'll go for this." On it he'd written the *** phrase "Built to Last."

And we had our title.

In retrospect, "Built to Last" is a great title, but it is also the wrong title. Not from a marketing standpoint (don't get us wrong, we'd still keep it), but from the standpoint of what this book is really all about. "Built to Last," it turns out, is not fundamentally about building to last. It is about building something that is worthy of lasting — about building a company of such intrinsic excellence that the world would lose something important if that ***anization ceased to exist. Implicit on every page is a *** question: Why on Earthwould you settle for creating something medi*** that does little more than make money, when you can create something outstanding that makes a lasting contribution as well? And in the end, as the evidence from our research showed, those who make a lasting contribution make more money over the long run anyway.

If we were rewriting "Built to Last" today, we would not overturn any of the basic concepts; they are timeless principles. We certainly know more about great companies than we did in 1994, and there is certainly much that we could add, but our faith in the fundamental findings has not faded. Indeed, we are more convinced than ever that building an enduring great company — one that is truly worthy of lasting — is a noble cause.

　　　　　　　　　　　　　　　　　　　　Jim Collins and Jerry Porras

　　　　　　　　　　　　　　　　　　　　March 31, 2002

Synopsis:

Drawing upon a six-year research project at the Stanford University Graduate School of Business, James C. Collins and Jerry I. Porras took eighteen truly exceptional and long-lasting companies and studied each in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day — as start-ups, as midsize companies, and as large corporati***. Throughout, the authors asked: "What makes the truly exceptional companies different from the comparison companies and what were the common practices these enduringly great companies followed throughout their history?"

Filled with hundreds of specific examples and ***anized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building ***anizati*** that will prosper long into the 21st century and beyond.

From Amazon.com

Built to Last became an instant business classic. This audio abridgement is read by the authors, who alternate chapters. Collins is a bit breathlessly enthusiastic, but clear and interesting; Porras, unfortunately, is poorly inflected and wooden. They set out to determine what's special about "visionary" companies--the Disneys, Wal-Marts, and Mercks, companies at the very top of their game that have ***d longevity and great brand image. The authors compare 18 "visionary" picks to a control group of "successful-but-second-rank" companies. Thus Disney is compared to Columbia Pictures, Ford to ***, and so on.

A central myth, according to the authors, is that visionary companies start with a great product and are pushed into the future by charismatic leaders. Usually false, Collins and Porras find. Much more important, and a much more telling line of demarcation between a wild success like 3M and an also-ran like Norton, is flexibility. 3M had no master plan, little structure, and no prima donnas. Instead it had an atmosphere in which bright people were not afraid to "try a lot of stuff and keep what works."

If you listen to this audiocassette on your daily commute, you may discove***hether you are headed to a "visionary" place of work--and, if so, whether you are the kind of employee who fits your employer's vision. (Running time: two hours, two cassettes) --Richard Farr

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 c***tant bench mark. Not all the visionary companies were founded by visionary leaders, however. On the w***, this is an intriguing book that occasionally provides rare and interesting glimpses into the inne***orkings and philosophical foundati*** of successful businesses. Recommended for all libraries.

Randy L. Abbott, Univ. of Evansville Lib., Ind.

Book Dimension

Height (mm) 204 　　　　　　　　　　　　　　　　　　　　　 Width (mm) 134

点击链接进入中文版：

基业长青(珍藏版)