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Cover of Built to Last

Built to Last

Jim Collins

Business & StrategyProductivity & Habits
Publish date
1994
Publisher
Penguin Random House
Description
"This is not a book about charismatic visionary leaders. It is not about visionary product concepts or visionary products or visionary market insights. Nor is it about just having a corporate vision. This is a book about something far more important, enduring, and substantial. This is a book about visionary companies." So write Jim Collins and Jerry Porras in this groundbreaking book that shatters myths, provides new insights, and gives practical guidance to those who would like to build landmark companies that stand the test of time. Drawing upon a six-year research project at the Stanford University Graduate School of Business, Collins and Porras took eighteen truly exceptional and long-lasting companies -- they have an average age of nearly one hundred years and have outperformed the general stock market by a factor of fifteen since 1926 -- and studied each company 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.
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Books cited in Built to Last

Suggested by AI, not verified against the full text. Check the original book before using them as a source.

  1. In Search of Excellence

    Thomas J. Peters and Robert H. Waterman Jr.

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    Examined and critiqued regarding earlier empirical attempts to identify enduring corporate excellence.

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  2. A Business and Its Beliefs: The Ideas That Helped Build IBM

    Thomas J. Watson Jr.

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    Cited heavily to illustrate how core ideology and philosophical beliefs sustain a visionary company over time.

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  3. Corporate Culture and Performance

    John P. Kotter and James L. Heskett

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    Referenced in discussions on the link between strong corporate culture and long-term economic performance.

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  4. The HP Way: How Bill Hewlett and I Built Our Company

    David Packard

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    Drawn upon as direct source material detailing Hewlett-Packard's founding culture and enduring core values.

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  5. The Functions of the Executive

    Chester I. Barnard

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    Referenced regarding executive responsibility in establishing and communicating corporate values and purpose.

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  6. The Practice of Management

    Peter F. Drucker

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    Cited for fundamental insights on management objectives, purpose, and institutional continuity.

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  7. Managing on the Edge

    Richard Pascale

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    Cited regarding organizational adaptation, creative tension, and corporate longevity.

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  8. The Structure of Scientific Revolutions

    Thomas S. Kuhn

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    Referenced to discuss shifting paradigms in management theory and empirical research methods.

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Recommendations

  • Good to Great: Why Some Companies Make the Leap... and Others Don't

    Jim Collins

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    Collins's subsequent research study examining how average companies transition into visionary market leaders.

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  • The Innovator's Dilemma

    Clayton M. Christensen

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    Provides a counterpoint exploring why visionary, well-managed incumbents frequently fail to survive disruptive innovations.

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  • Great by Choice

    Jim Collins and Morten T. Hansen

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    Extends the Built to Last framework to investigate corporate survival in uncertain, chaotic environments.

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  • The Living Company

    Arie de Geus

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    Shares a complementary focus on long-lived corporations and organizational learning for longevity.

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  • Scaling Up: How a Few Companies Make It... and Why the Rest Don't

    Verne Harnish

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    Translates visionary company principles into practical operating frameworks for growing businesses.

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  • Start with Why

    Simon Sinek

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    Reinforces Collins's core purpose thesis by exploring how purpose-driven leadership inspires lasting loyalty.

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