Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck. The Comparisons. The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results.

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Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.

Built To Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the very beginning. But what about companies that are not born with great DNA?

How can good companies, mediocre companies, even bad companies achieve enduring greatness? Are there those that convert long-term mediocrity or worse into long-term superiority?

If so, what are the distinguishing characteristics that cause a company to go from good to great? Over five years, Jim Collins and his research team have analyzed the histories of 28 companies, discovering why some companies make the leap and others don't. The findings include: Level 5 Leadership: A surprising style, required for greatness.The Hedgehog Concept: Finding your three circles, to transcend the curse of competence.A Culture of Discipline: The alchemy of great results.Technology Accelerators: How good-to-great companies think differently about technology.The Flywheel and the Doom Loop: Why those who do frequent restructuring fail to make the leap. Good to Great is an excellent book, filled with fascinating insights for the business leader, or anyone striving to make their organization 'Great'. This book is a MUST READ before implementing the next big change or improvement program in your business, or hiring the next key-person.

It is a must-read for anyone wanting to build a great company as well. Having the author narrate adds to the content & message of the book as well.

Having Collins narrate allows him to place special emphasis on things particularly important to him, as well as offer his commentary & reflections, that most certainly would not exist if the publisher used a 3rd-party narrator. Also, in this audio version, Collins give his insight into the work several year after the book's publishing, which only reaffirms, or sheds new light, or clarifies certain points throughout the book. He even goes so far as to include several 'Frequently Asked Questions' since the book's initial publishing, and offers his insight to these questions as well. I must also address some of the negative reviews about the book as well. Since publishing, some of the companies discussed in the book have fallen from their 'Great' status, and several people have dismissed the book because of that. However, Collins addresses this very point in the epilogue of the book - at the time of it's initial writing - pointing out that 'IF' a company were to lose it's 'Great' status, it would not negate the findings of the research, and the book itself. Fixating on the long-term success after the 'Good to Great' research totally misses the point - a point which Collins very clearly addresses near the end.