Books with author Judi Collins

The Challenge: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 verybeginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study: For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great? The Standards: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. How great? 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 research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good? Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't. The Findings: 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. 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. “Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.” Perhaps, but who can afford to ignore these findings?

The Challenge 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 verybeginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great? The Standards 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. How great? 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 research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good? Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't. The Findings 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. 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.“Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.” Perhaps, but who can afford to ignore these findings?

Decline can be avoided. Decline can be detected. Decline can be reversed. Amidst the desolate landscape of fallen great companies, Jim Collins began to wonder: How do the mighty fall? Can decline be detected early and avoided? How far can a company fall before the path toward doom becomes inevitable and unshakable? How can companies reverse course? In How the Mighty Fall, Collins confronts these questions, offering leaders the well-founded hope that they can learn how to stave off decline and, if they find themselves falling, reverse their course. Collins' research project—more than four years in duration—uncovered five step-wise stages of decline: Stage 1: Hubris Born of Success Stage 2: Undisciplined Pursuit of More Stage 3: Denial of Risk and Peril Stage 4: Grasping for Salvation Stage 5: Capitulation to Irrelevance or Death By understanding these stages of decline, leaders can substantially reduce their chances of falling all the way to the bottom. Great companies can stumble, badly, and recover. Every institution, no matter how great, is vulnerable to decline. There is no law of nature that the most powerful will inevitably remain at the top. Anyone can fall and most eventually do. But, as Collins' research emphasizes, some companies do indeed recover—in some cases, coming back even stronger—even after having crashed into the depths of Stage 4. Decline, it turns out, is largely self-inflicted, and the path to recovery lies largely within our own hands. We are not imprisoned by our circumstances, our history, or even our staggering defeats along the way. As long as we never get entirely knocked out of the game, hope always remains. The mighty can fall, but they can often rise again.

Decline can be avoided. Decline can be detected. Decline can be reversed. Amidst the desolate landscape of fallen great companies, Jim Collins began to wonder: How do the mighty fall? Can decline be detected early and avoided? How far can a company fall before the path toward doom becomes inevitable and unshakable? How can companies reverse course? In How the Mighty Fall, Collins confronts these questions, offering leaders the well-founded hope that they can learn how to stave off decline and, if they find themselves falling, reverse their course. Collins' research project—more than four years in duration—uncovered five step-wise stages of decline: Stage 1: Hubris Born of Success Stage 2: Undisciplined Pursuit of More Stage 3: Denial of Risk and Peril Stage 4: Grasping for Salvation Stage 5: Capitulation to Irrelevance or Death By understanding these stages of decline, leaders can substantially reduce their chances of falling all the way to the bottom. Great companies can stumble, badly, and recover. Every institution, no matter how great, is vulnerable to decline. There is no law of nature that the most powerful will inevitably remain at the top. Anyone can fall and most eventually do. But, as Collins' research emphasizes, some companies do indeed recover—in some cases, coming back even stronger—even after having crashed into the depths of Stage 4. Decline, it turns out, is largely self-inflicted, and the path to recovery lies largely within our own hands. We are not imprisoned by our circumstances, our history, or even our staggering defeats along the way. As long as we never get entirely knocked out of the game, hope always remains. The mighty can fall, but they can often rise again.

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.

This latest edition of the much-loved Bradford's offers even more. Available in a jacketed hardback with a clear text design and quality paper, this edition is durable and easy to use. Users will never again be short of answers to their crossword clues! A unique type of crossword dictionary having been compiled and crafted by a single author based on her over 58 years' experience of crossword solving. Every word in this dictionary has appeared as a solution to a real crossword clue. Previous readers have found this book an invaluable reference work for both cryptic and quick crosswords, and new users will be quickly converted!

A vivid, highly evocative memoir of one of the reigning icons of folk music, highlighting the decade of the ’60s, when hits like “Both Sides Now” catapulted her to international fame. Sweet Judy Blue Eyes is the deeply personal, honest, and revealing memoir of folk legend and relentlessly creative spirit Judy Collins. In it, she talks about her alcoholism, her lasting love affair with Stephen Stills, her friendships with Joan Baez, Richard and Mimi Fariña, David Crosby, and Leonard Cohen and, above all, the music that helped define a decade and a generation’s sound track. Sweet Judy Blue Eyes invites the reader into the parties that peppered Laurel Canyon and into the recording studio so we see how cuts evolved take after take, while it sets an array of amazing musical talent against the backdrop of one of the most turbulent decades of twentieth-century America. Beautifully written, richly textured, and sharply insightful, Sweet Judy Blue Eyes is an unforgettable chronicle of the folk renaissance in America.

A vivid, highly evocative memoir of one of the reigning icons of folk music, highlighting the decade of the ’60s, when hits like “Both Sides Now” catapulted her to international fame. Sweet Judy Blue Eyes is the deeply personal, honest, and revealing memoir of folk legend and relentlessly creative spirit Judy Collins. In it, she talks about her alcoholism, her lasting love affair with Stephen Stills, her friendships with Joan Baez, Richard and Mimi Fariña, David Crosby, and Leonard Cohen and, above all, the music that helped define a decade and a generation’s sound track. Sweet Judy Blue Eyes invites the reader into the parties that peppered Laurel Canyon and into the recording studio so we see how cuts evolved take after take, while it sets an array of amazing musical talent against the backdrop of one of the most turbulent decades of twentieth-century America. Beautifully written, richly textured, and sharply insightful, Sweet Judy Blue Eyes is an unforgettable chronicle of the folk renaissance in America.

A vivid, highly evocative memoir of one of the reigning icons of folk music, highlighting the decade of the ’60s, when hits like “Both Sides Now” catapulted her to international fame. Sweet Judy Blue Eyes is the deeply personal, honest, and revealing memoir of folk legend and relentlessly creative spirit Judy Collins. In it, she talks about her alcoholism, her lasting love affair with Stephen Stills, her friendships with Joan Baez, Richard and Mimi Fariña, David Crosby, and Leonard Cohen and, above all, the music that helped define a decade and a generation’s sound track. Sweet Judy Blue Eyes invites the reader into the parties that peppered Laurel Canyon and into the recording studio so we see how cuts evolved take after take, while it sets an array of amazing musical talent against the backdrop of one of the most turbulent decades of twentieth-century America. Beautifully written, richly textured, and sharply insightful, Sweet Judy Blue Eyes is an unforgettable chronicle of the folk renaissance in America.

Destined to be the business publishing event of the year, or even the decade, this is the long awaited new book by the co-author of Built To Last. In it, Jim Collins shares his latest long-term research - and shows how even mediocre companies can become long-term world beaters. Jim Collins has become a best-selling classic business author, with 590,000 copies sold to date, and has been translated into 17 languages.