This book is not about gloating over the demise of once-mighty enterprises that fell, but about seeing what we can learn and apply to our own situation. By understanding the five stages of decline, leaders can substantially reduce the chances of falling all the way to the bottom, tumbling from iconic to irrelevant. Decline can be avoided. The seeds of decline can be detected early. The mighty can fall, but they can often rise again.
Jim Collins’ latest volume of management thinking, How the Mighty Fall … and Why Some Companies Never Give In, begins with Collins recalling the advice of his mentor, Stanford professor Bill Lazier: 'Don’t try to come up with the right answers; focus on coming up with good questions.'"Harvard Business Review
"Best-selling author and corporate researcher Jim Collins spent five years studying the decline of great businesses for his fourth book, How the Mighty Fall: And Why Some Companies Never Give In. " Content Time
"The idea for the book was born during a discussion at West Point. Collins was invited to lead a group exploration of 'Is America renewing its greatness, or is America dangerously on the cusp of falling from great to good?'" Perdido Magazine
The goal of doubling your company’s size in three years is easy to accept. Who wouldn’t want to do that? But accepting this goal and realizing it are two different things. To achieve it, you need to prepare for fast growth. And to do that, you need to develop a detailed vision of
Risk Management methods are many and are fairly new. They are growing in popularity. Some are well-established and highly regarded. Some take a very soft qualitative approach and others are rigorously quantitative. When such methods are measured rigorously, they don't appear to work. The answer for the second question is also
If you put the words history of business ethics into a search engine on the Internet, you can come up with more than 34,000,000 hits in 0.18 of a second. Most of those hits would focus on the scandals that occurred in the last 30 years only. That’s when the idea
The path out of darkness begins with those exasperatingly persistent individuals who are constitutionally incapable of capitulation.
Whether you prevail or fail, endure or die, depends more on what you do to yourself than on what the world does to you.
Failure is not so much a physical state as a state of mind: success is falling down, and getting up one more time, without end.
Furthermore, one of the keys to sustained performance lies in understanding how greatness can be lost.
The point of struggle is not just to survive, but to build an enterprise that makes such a distinctive impact on the world it touches.
When an organization grows beyond its ability to fill its key seats with the right people, it has set itself up for a fall.
An institution can look strong on the outside but already be sick on the inside, dangerously on the cusp of a precipitous fall.
I have come to see institutional decline like a staged disease: harder to detect but easier to cure in the early stages.
When you are at the top of the world, your very power and success might cover up the fact that you are already on the path to decline.
The idea that the path from good to great in the social sectors is to become “more like a business” is dead wrong. Great companies make a prosperous society, but not a great society for economic growth and power are the means, not the end, of a great nation. Few businesses
The new question: Ten years after the worldwide bestseller Good to Great, Jim Collins returns to ask: Why do some companies thrive in uncertainty, even chaos, and others do not? In Great by Choice, Collins and his colleague, Morten T. Hansen, enumerate the principles for building a truly great enterprise in