Fundamentally altering the way executives think about long-term success, Built to Last has become a bible among CEOs and managers at prestigious corporations the world over. Using examples from such companies as Wal-Mart, 3M, P&G, and Johnson & Johnson, two professors at the Stanford Graduate School of Business conclude that vision is endemic to an organization's success. Comparisons with a list of also-rans-Pfizer, Ames, Norton, Colgate, Bristol Meyers, and Zenith-helped the authors to prove their central idea: visionary companies can stimulate progress while preserving their core businesses; they can sustain a sense of cultism, create BHAGs (big, hairy, audacious goals), and use unplanned progress to be successful year after year. aThis new edition features an introduction by the authors, describing what they've learned since the original publication about how their findings apply to international settings, nonprofits, corporations in need of transformation, and making predictions for the future.
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 corporations. 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 organized 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 organizations that will prosper long into the 21st century and beyond.