The document is a book review of 'Good to Great' by Jim Collins, detailing his examination of over 1,400 companies to identify the characteristics that allow some to achieve sustained excellence. Key concepts discussed include Level 5 Leadership, the Hedgehog Concept, and the importance of confronting brutal facts. The review emphasizes that the research stems from curiosity and aims to provide actionable insights for businesses seeking to elevate their performance.

1. BOOK REVIEW
PUBLISHED ON 16 OCT, 2001
 Presented By – Aleena Khan, Anwesha Das,
Pranjal Satardekar, Pratik Khade,
Rose Thomas, Vibhawari Morde.
 The Proud Students of “Fr. C Rodrigues Institute of
Management Studies “ , Vashi, Navi Mumbai.

2. Author :
Jim Collins
❖ James C. “Jim” Collins, III (born 1958, Boulder,
Colorado) is an Business consultant, author &
lecturer on the subject of Company sustainability
and growth.
❖ Jim Collins frequently contributes to Harvard
Business Review, Business Week, Fortune and
other magazines and journals, etc.
❖ Books Published:
- Beyond Entrepreneurship (1992)
- Built to Last (1994)
- Good to Great and the Social Sectors (2005)
- Great by Choice (2011)
- How Mighty Fall (2010)
- Turning the Flywheel (2019)
- Beyond Entrepreneurship 2.0 (2020)

3. Good to
Great
❖ Examined 1400+ companies, 11 selected
as Good-to-Great companies.
❖ Good to great for a long period of time
❖ The question this book attempts to answer
how these companies became great .
❖ One word that is discipline

5. Good is
the Enemy
of Great
Chapter 1 :

6. Level 5
Leadership
Chapter 2 :

7. First Who
... Then
What
Chapter 3 :
❖ Getting the right people on the bus and into the
right seats.
❖ Good-to-Great leader, begins with “Who” rather
than “What”.
❖ Principles
• When in doubt, don’t hire—keep looking.
• When you know you need to make a people
change, act.
• Put your best people on your biggest
opportunities.

8. Confront
the Brutal
Facts
Chapter 4 :
❖ All Good-to-Great companies began the process
finding a path to greatness by confronting the
brutal facts of their current reality.
❖ To make a good decision you need to confront the
facts.
❖ Basic practices:
■ Lead with questions, not answers.
■ Engage in dialogue and debate, not coercion.
■ Conduct autopsies, without blame.
■ Build red flag mechanisms.

9. The
Hedgehog
Concept
Chapter 5 :

10. A Culture
of
Discipline
Chapter 6 :
❖ Build a culture of freedom and responsibility but
within a framework.
❖ Get the right people on board.
❖ Build a strong culture, not a dictatorship.
❖ Create a stop doing list.

11. Technology
Accelerators
Chapter 7 :
❖ They view technology in light of their Hedgehog
Concept.
❖ They become pioneers of technology aligned to
their Hedgehog Concept.
❖ They use technology in unique ways.
❖ They maintain a balanced view of technology.

12. The
Flywheel
and The
Doom Loop
Chapter 8 :
Chapter 8 :
❖ The Good-to-Great transformations never happened
in one fell swoop.
❖ Sustainable transformations follow a predictable
pattern of buildup and breakthrough.
❖ To consistently building momentum until there is a
breakthrough.

13. From Good
To Great To
Built To
Last
Chapter 9 :
Good to Great as providing the core ideas for
getting a flywheel turning from buildup through
breakthrough, while Built to Last outlines the core
ideas for keeping a flywheel accelerating long into
the future and elevating a company to iconic
stature.

14. Conclusion
 LEARNINGS:- “What motivates you to undertake these
huge research projects?” It’s a good question. The
answer is, “Curiosity.” There is nothing we find more
exciting than picking a question that we don’t know the
answer to and embarking on a quest for answers.
 Good to Great is a comprehensive research study of why
some companies excel and sustain greatness while
others do not.
 It outlines a clear framework such as Level 5
Leadership, the Hedgehog Concept, and the
Flywheel and doom wheel, it provides valuable insight
to everyone.

15. Thank You