What is *Great by Choice* by Jim Collins about?

*Great by Choice* explores why some companies thrive in chaotic environments while others fail. Through a nine-year study, Jim Collins and Morten Hansen identify four key behaviors: **Fanatical Discipline**, **Empirical Creativity**, **Productive Paranoia**, and **Level 5 Ambition**. These principles enable "10X companies" to outperform competitors by 10 times, even in unpredictable markets. The book emphasizes that success stems from disciplined choices, not luck or circumstance.

Who should read *Great by Choice*?

Business leaders, entrepreneurs, and managers navigating uncertainty will benefit most. The book offers actionable frameworks for building resilient organizations, making it ideal for those in fast-paced industries like tech, finance, or startups. It’s also valuable for students of leadership and organizational behavior.

Is *Great by Choice* worth reading?

Yes, particularly for its data-driven insights into thriving amid chaos. Collins and Hansen blend rigorous research with engaging case studies (e.g., Intel vs. AMD). While some critics note a desire for deeper dives into specific concepts, the book’s practical lessons on discipline and preparation remain highly applicable.

What is the "20-Mile March" principle in *Great by Choice*?

The **20-Mile March** is a discipline strategy where companies set achievable, consistent performance targets regardless of external conditions. By avoiding overextension in good times and retreating in bad times, organizations maintain steady progress. For example, Southwest Airlines grew gradually despite industry volatility, outperforming rivals.

How does *Great by Choice* redefine the role of luck in success?

The authors argue that 10X companies experience similar luck as rivals but achieve higher **return on luck**. By combining preparation (e.g., cash reserves) with decisive action during opportunities, they turn random events into advantages. This contrasts with the myth that luck alone drives success.

What is "Fire Bullets, Then Cannonballs" in *Great by Choice*?

This framework advocates testing small, low-risk experiments ("bullets") before scaling proven ideas ("cannonballs"). For instance, Intel validated microprocessors through small projects before dominating the market. It balances innovation with empirical validation, reducing wasted resources.

What are the criticisms of *Great by Choice*?

Critics note that the case studies (e.g., Apple’s absence) feel outdated post-2011, and some concepts lack depth. A 2023 analysis also highlights survivorship bias, as industries like retail (Blockbuster vs. Netflix) evolved unpredictably post-publication. However, the core principles remain widely praised.

How does *Great by Choice* differ from *Good to Great*?

While *Good to Great* focuses on sustained excellence, *Great by Choice* examines thriving in chaos. New concepts like **Productive Paranoia** (preparing for worst-case scenarios) and **Level 5 Ambition** (ambition for the company, not the leader) address modern volatility. Both emphasize disciplined teams, but this book targets uncertainty.

Oser réussir

Incertitude, chaos et chance : pourquoi certains prospèrent malgré tout

Jim Collins & Morten T. Hansen

4.11(21371 Reviews)

Aperçu de Oser réussir

Dans « De la performance à l'excellence : Devenir une entreprise leader » (*Great by Choice*), Collins révèle pourquoi certaines entreprises prospèrent au milieu du chaos après neuf ans de recherches rigoureuses. Le concept de la « Marche de 20 milles » a révolutionné la pensée managériale, l'entrepreneur technologique Jason Shen le qualifiant d'essentiel pour les startups. Quel est votre ratio discipline/chance ?

Choisissez la façon de le raconter

Un livre. De nombreuses façons de l'écouter.

Les mêmes idées de Oser réussir. Choisissez la voix, la profondeur et le rythme qui vous conviennent. Changez à tout moment.

Chapitre 1

When Uncertainty Becomes Your Advantage

Have you ever wondered why some companies not only survive but thrive during times of extreme uncertainty while others collapse? In 2002, Jim Collins and his research team embarked on a nine-year journey to answer this exact question. The result was "Great By Choice," a book that shattered conventional wisdom about success in chaotic environments. What makes this work particularly fascinating is its counterintuitive findings: the most successful leaders weren't necessarily the boldest risk-takers or most innovative visionaries. Instead, they were disciplined, methodical, and even somewhat paranoid. The book became an instant business classic, with leaders like Bill Gates citing it as essential reading. Even Warren Buffett has referenced its principles in his shareholder letters. Beyond business, its insights have influenced military strategy, educational reform, and healthcare management. At its core, this book challenges our fundamental assumptions about luck, innovation, and discipline in creating extraordinary results amid uncertainty.

Chapitre 2

The 10X Leaders: Disciplined Paranoids Who Changed Everything

The research focused on companies labeled "10X" - those that beat their industry index by at least 10 times over 15+ years in extremely turbulent environments. A $10,000 investment in these companies in 1972 would have grown to over $6 million by 2002, performing 32 times better than the general market. But what distinguished these extraordinary performers? Consider Southwest Airlines. Despite fuel shocks, deregulation, recessions, labor strife, and the 9/11 attacks, a $10,000 investment in Southwest in 1972 would have grown to nearly $12 million by 2002 - the #1 return of all S&P 500 companies during that period. Meanwhile, Pacific Southwest Airlines, with the same business model and opportunities, floundered and disappeared. The research revealed that 10X leaders weren't necessarily more creative, visionary, charismatic, ambitious, or risk-seeking than their less successful counterparts. Instead, they displayed three core behavioral traits: fanatic discipline, empirical creativity, and productive paranoia, all channeled through Level 5 ambition. Fanatic discipline isn't about rigid adherence to rules but consistency of action aligned with values and long-term goals. Herb Kelleher of Southwest exemplified this through his passionate commitment to the airline's high-spirit culture. While he might appear eccentric - visiting maintenance hangars at 2 AM wearing flowered hats and feather boas or posing for magazine covers in outlandish outfits - his behavior wasn't random. It was consistent performance art that animated Southwest's culture while masking his intense competitive drive. Empirical creativity means relying on evidence rather than conventional wisdom. When Intel CEO Andy Grove was diagnosed with prostate cancer in 1994, he didn't simply follow his doctor's advice. He immersed himself in scientific research, sending blood samples to different labs, studying medical journals, and plotting data. Working as CEO by day and medical researcher by night, he discovered disagreements among treatment approaches and ultimately chose radiation therapy over the conventional surgery recommendation based on his own analysis. Productive paranoia involves channeling worry into preparation, vigilance, and strength. Despite Microsoft's increasingly dominant position in the 1990s, Bill Gates always lived in fear. His "nightmare memo" that leaked in 1991 caused Microsoft's stock to drop 11% as he detailed competitive threats. Gates always felt vulnerable, saying "If I really believed this stuff about our invincibility, I suppose I would take more vacations." This contrasts sharply with John Sculley at Apple who, during a spectacularly successful 1988, announced a nine-week sabbatical, saying "Things are booming. So I'm going fishing." What truly defines 10X leaders is their Level 5 ambition - they channel their ego and intensity into something larger than themselves. Dane Miller of Biomet consistently ranked as the CEO delivering the most value per compensation dollar in the 1990s. While other executives' pay skyrocketed with risk-free stock options, Miller owned his equity outright, linking his fortune directly to company performance on both upside and downside. He showed nothing but gratitude, saying "There's nothing else I want to do in my life."

Voyez chaque mot au fil de l'écoute

Suivez facilement la lecture tandis que chaque mot de Oser réussir s'illumine en temps réel.

Chapitre 3

The 20 Mile March: Consistency Trumps Intensity

Imagine walking across America from San Diego to Maine. The disciplined marcher covers exactly 20 miles daily regardless of conditions - through desert heat, mountain blizzards, or perfect weather. Meanwhile, an inconsistent traveler might sprint 40-50 miles on good days but hide in his tent during challenges. Which approach wins in the long run? The research revealed that 10X companies followed what Collins calls a "20 Mile March" approach - setting clear performance markers and hitting them with remarkable consistency, regardless of external conditions. This creates two types of self-imposed discomfort: the commitment to high performance in difficult conditions and the discipline to hold back during good times. Stryker Corporation exemplifies this principle. CEO John Brown established "the law" that the company would achieve 20% net income growth every year. From 1977 through 1998, Stryker hit this goal more than 90% of the time. Importantly, Brown also imposed an upper constraint, refusing to grow too much in any single year despite criticism from Wall Street, especially when rival USSC was growing faster. The contrast between Stryker and USSC couldn't be starker. While Stryker maintained disciplined growth, USSC pursued aggressive expansion, growing 248% in just three years (1989-1992). But when storms hit - Clinton healthcare reform uncertainty and Johnson & Johnson's fierce counterattack - USSC faltered. By 1998, USSC no longer existed as an independent company, while Stryker continued its march to greatness. Southwest Airlines demonstrated similar discipline by remaining profitable for 30 consecutive years, even when the entire airline industry lost money. From 1990-2003, the airline industry was profitable in only 6 of 14 years, yet Southwest never faltered. Equally important was Southwest's discipline to expand deliberately. Despite over a hundred cities clamoring for Southwest service in 1996, they opened only four new cities that year. Progressive Insurance established a stringent performance metric: grow only at a rate that maintained exemplary customer service while achieving a profitable "combined ratio" averaging 96 percent. This meant for every $100 of insurance sold, Progressive would pay out no more than $96 in losses plus overhead. They achieved this goal 27 out of 30 years between 1972-2002. In contrast, Safeco initially showed similar discipline but lost its way in the 1980s, becoming seduced by spectacular investment returns while neglecting its core insurance business. In 1997, Safeco made a "giant step" by acquiring American States for 68% of its shareholders' equity. The CEO proudly proclaimed they would no longer be "dull, boring, traditional, and conservative." This acquisition led to five consecutive years of unprofitable combined ratios and a 30% loss in shareholder value. The 20 Mile March builds confidence through tangible achievement in adverse circumstances, reduces the likelihood of catastrophe during turbulent disruption, and helps exert self-control in an out-of-control environment. The research revealed a stark pattern: in 29 instances where companies 20 Mile Marched into industry turbulence, they emerged with good outcomes 100 percent of the time. Conversely, companies that failed to 20 Mile March achieved good outcomes only 3 out of 23 times.

Chapitre 4

Fire Bullets, Then Cannonballs: The Innovation Paradox

One of the study's most surprising findings concerned innovation. Contrary to expectations, the 10X companies weren't consistently more innovative than their less successful counterparts. In only three of seven pairs did the 10X company prove more innovative. The most striking example came from biotechnology: Genentech dramatically outpaced Amgen in patent productivity and breakthrough innovations, yet Amgen outperformed Genentech financially by more than thirty to one. What distinguished 10X companies wasn't maximum innovation but a mixture of creativity and discipline. They resolved the innovation dilemma through a powerful approach: fire bullets, then fire cannonballs. This metaphor illustrates their empirical creativity - testing small, low-risk ideas before committing major resources. A proper bullet meets three criteria: it's low cost relative to the enterprise size, low risk with minimal consequences if it fails, and causes low distraction to the overall organization. Only after bullets hit their targets would 10X companies fire a "cannonball" - concentrating resources on validated ideas. Progressive Insurance provides an instructive example. After breaking their own rule limiting new business to 5% of revenues, they plunged into trucking insurance, multiplying staff tenfold in a single year. CEO Peter Lewis called the resulting $84 million loss a "financial disaster" and took personal responsibility. Progressive then returned to disciplined empirical validation. When considering standard auto insurance, they fired small bullets - testing in a handful of states like Texas and Florida before expanding. Only after two years of successful bullets did they fire a calibrated cannonball, committing fully to standard insurance. Within five years, it represented nearly half their business, helping them become the #4 auto insurer in America. Conversely, when Progressive tested homeowners insurance with bullets, the results were poor, so they terminated the initiative rather than firing an uncalibrated cannonball. These contrasting decisions demonstrate that in unstable, uncertain environments, pure analysis isn't enough - empirical validation matters much more. The research revealed 10X companies had a 69% calibration rate on cannonballs versus just 22% for comparison companies. Calibrated cannonballs succeeded at nearly four times the rate of uncalibrated ones (88% versus 23%). This explains why even when 10X companies made fewer major moves than their competitors, they achieved far better results.

Profitez davantage de Oser réussir

Recevez des idées chaque jour parmi plus de 100 000 leçons
Les mots s'illuminent au rythme de l'audio
Votre bibliothèque sauvegardée sur tous vos appareils

Chapitre 5

Leading Above the Death Line: Productive Paranoia in Action

David Breashears's 1996 Mount Everest expedition provides a powerful contrast to the tragic disaster that claimed eight lives during the same climbing season. While leading a team to film the first IMAX movie from Everest's summit, Breashears demonstrated the essence of productive paranoia - constantly asking "What if?" and preparing for unexpected dangers. When faced with concerning conditions on May 8th - crowded routes, questionable weather, and potential bottlenecks - Breashears made the prudent decision to descend and wait for better conditions, despite good weather at that moment. Unlike expedition leaders Rob Hall and Scott Fischer who continued upward with their clients, Breashears had built in crucial margins of safety: extra oxygen, additional supplies, and enough resources to make multiple summit attempts. The 10X leaders consistently assumed conditions could change violently and unexpectedly. They prepared ahead, built reserves, maintained "irrationally" large safety margins, and bounded their risks. This productive paranoia helps leaders stay above what Collins calls the "Death Line" - the point at which an enterprise dies or becomes so damaged it can no longer continue its quest for greatness. The research revealed three dimensions of productive paranoia: First, 10X companies maintained massive cash reserves and conservative balance sheets - like oxygen canisters for climbers. Analysis of 300 years of balance sheets revealed 10X companies carried 3-10 times the cash-to-assets ratio compared to industry norms. Southwest Airlines demonstrated this principle after 9/11, maintaining full operations without cutting jobs or flights when the industry reopened. With $1 billion in cash, the highest credit rating, lowest costs, and a strong culture built over thirty years, Southwest achieved profitability in 2001-2002 while other airlines suffered. Second, contrary to expectations that 10X companies achieved success through greater risk-taking, they actually took a more conservative approach. The researchers identified three primary risk categories: Death Line risk (potentially fatal to the enterprise), asymmetric risk (potential downside far exceeds potential upside), and uncontrollable risk (exposure to forces beyond management control). Only 10% of 10X company decisions involved Death Line risk versus 36% for comparison companies. Similarly, 10X companies had lower rates of asymmetric risk (15% vs. 36%) and uncontrollable risk (42% vs. 73%). Third, effective leaders maintain a dual-lens capability - they zoom out to sense changing conditions, then zoom in on flawless execution. Intel demonstrated this when facing Motorola's competitive threat. Despite the urgency, Intel's team first zoomed out to analyze why Motorola was winning, developing a strategic five-point plan called Operation CRUSH. Then they zoomed in, deploying hundreds of team members globally to secure two thousand design wins within a year, including a crucial one with IBM. 10Xers understand that certain moments matter disproportionately. Whether it's Southwest's response to 9/11 or Intel's pivot away from memory chips, these leaders recognize defining moments and deliver their absolute best when it counts most. They prepare extensively beforehand, creating margins of safety that give them options when circumstances change dramatically.

Chapitre 6

SMaC: Creating Order Amid Chaos

In uncertain environments, 10X companies rely on SMaC recipes - Specific, Methodical, and Consistent operating practices that create replicable success formulas. Unlike vague strategies or temporary tactics, SMaC recipes provide concrete, durable guidance that can last decades while still allowing for careful evolution. Howard Putnam's 1979 Southwest Airlines recipe exemplifies this approach. Despite airline deregulation's disruption, Southwest maintained about 80% of Putnam's original ten points over a quarter century - including flying only 737s, quick gate turns, and avoiding food service. These weren't just strategies but specific operating instructions that created competitive advantage through disciplined execution. The 10X companies maintained their SMaC recipes with remarkable consistency, keeping individual ingredients in place for more than twenty years on average. The comparison companies changed their recipes four times more frequently. PSA, which Southwest Airlines initially copied down to the operating manuals, abandoned its proven formula after deregulation to become "more like United Airlines" - eventually selling to US Air. Meanwhile, Southwest ignored pressure to "rethink its keep-it-simple strategy" and maintained its recipe with fanatic discipline. This doesn't mean 10Xers are complacent. Rather, they accomplish huge goals through disciplined adherence to what works while simultaneously worrying about what might no longer work in changing conditions. When conditions truly demand change, they respond by carefully amending the recipe. Intel's exit from memory chips in 1985 exemplifies this approach. Facing brutal Japanese competition that drove prices down 80%, Andy Grove asked Gordon Moore, "If we were replaced and new management came in, what would they do?" Moore's answer: "Get out of DRAMs." While this represented a significant change, Intel maintained the other nine elements of its SMaC recipe intact. Collins draws a powerful parallel between SMaC recipes and the U.S. Constitution. The Constitution's framers created a document that was both flexible and durable, with an amendment mechanism requiring extraordinarily high consensus to change. Despite 220 years of radical change, the Constitution has been amended only 17 times since the Bill of Rights. This illustrates the fundamental tension all enterprises face: finding balance between continuity and change. Without consistency, you'll be whipsawed by external forces; without evolution, you'll become irrelevant. The 10X companies mastered this balance.

Voyez chaque mot au fil de l'écoute

Suivez facilement la lecture tandis que chaque mot de Oser réussir s'illumine en temps réel.

Chapitre 7

Return on Luck: Making the Most of What Happens

After analyzing thousands of events across their study companies, Collins and his team concluded that the critical difference between 10X companies and others wasn't the luck they received but what they did with it. Both groups experienced roughly the same number of good and bad luck events. What distinguished them was their "return on luck" - the ability to recognize luck events and capitalize on them with ferocious intensity. Bill Gates wasn't uniquely lucky - many others had similar opportunities with access to computers, programming knowledge, and exposure to the same Popular Electronics article about the Altair. The difference was Gates' response: he disrupted his life plans, dropped out of Harvard, moved to Albuquerque, and worked relentlessly to seize the opportunity. The comparison companies often received extraordinary sequences of good luck but showed a remarkable ability to squander it. AMD exemplifies this pattern, receiving multiple lucky breaks in the mid-1990s: a federal jury cleared them to clone Intel microprocessors, computer makers desperately wanted an alternative chip supplier, and Intel suffered a highly publicized Pentium chip flaw - all during a technology boom. Yet AMD failed to execute, with their K5 chip falling behind schedule. 10Xers also demonstrate exceptional resilience when facing bad luck. On November 8, 1988, Progressive Insurance faced devastating bad luck when California voters passed Proposition 103, mandating 20 percent price reductions and customer refunds in the auto insurance market. CEO Peter Lewis responded by zooming out to understand the deeper message - customers hated insurance companies. He transformed this setback into an opportunity, creating the revolutionary "Immediate Response" claims service available 24/7/365, with adjusters dispatched to accident scenes ready to issue checks within 24 hours. This innovation helped Progressive climb from #13 to #4 in the market. In the late 1970s and early 1980s, both PSA and Southwest faced identical bad-luck events - oil shocks, air-traffic-control strikes, recession, inflation, and unexpected CEO changes. Southwest persevered while PSA fell into a self-destructive Doom Loop, raising prices rather than lowering costs, destroying its culture, and abandoning its SMaC recipe. The key insight: you must be skilled, strong, prepared and resilient enough to endure bad luck long enough to eventually get good luck.

Chapitre 8

The Genius of the AND: Discipline Amplifies Creativity

The 10X companies achieved greatness through what Collins calls the "Genius of the AND" - a rare ability to embrace seemingly contradictory forces simultaneously. These companies didn't choose between creativity and discipline; they mastered both. As a friend of Southwest's Herb Kelleher noted, he combined "the crazy creativity of the Irishman and the relentless discipline of the Prussian" - a combination that drove Southwest to become the most consistently profitable airline in history. When Steve Jobs returned to Apple in 1997, his approach demonstrated this dual focus perfectly. Rather than immediately launching revolutionary products, his first move was increasing operational discipline. He brought in Tim Cook, known for his supply chain expertise, to form a yin-yang leadership team balancing creativity and discipline. Together, they cut product lines from 350 to 10, improved inventory management from months to days, and restored Apple's famously intense work ethic. This disciplined foundation was crucial - Apple's financial turnaround was well underway before the introduction of revolutionary products like the iPod, iTunes, or iPhone. Jobs first concentrated on resurrecting the Mac, Apple's existing core business. He introduced the colorful iMac G3, which embodied both creative design and manufacturing efficiency. Only four years after his return did Apple respond to the unexpected rise of MP3 players and music sharing. The iPod began as a calculated "bullet" - a careful test of the market that aligned with Apple's Mac-centered digital hub strategy. Initially accounting for less than 3% of sales in 2002, it was a low-risk experiment rather than a bet-the-company move. With empirical validation from the iPod's success among Mac users, Apple launched iTunes for Mac, creating a seamless music ecosystem. As more validation came - including data showing people would pay for digital music and strong demand from Windows users - Apple fired its major "cannonball": iTunes and iPod for Windows computers. This strategic move multiplied the potential market twentyfold and transformed Apple from a computer company into a consumer electronics giant. What appears in retrospect like a series of brilliant creative leaps was actually a disciplined, iterative process based on careful empirical validation. Each step built on previous successes, with risks carefully managed through small-scale experiments before major commitments. Jobs himself exemplified this evolution - his 12-year exile from Apple transformed him from a purely creative entrepreneur into a disciplined company builder who understood both product innovation and organizational excellence. At Pixar, he learned to balance creative freedom with financial discipline, lessons he brought back to Apple. This combination of unbridled creativity with rigorous discipline became the foundation of Apple's unprecedented success, demonstrating that discipline doesn't constrain creativity - it amplifies it.

Profitez davantage de Oser réussir

Recevez des idées chaque jour parmi plus de 100 000 leçons
Les mots s'illuminent au rythme de l'audio
Votre bibliothèque sauvegardée sur tous vos appareils

Chapitre 9

Great By Choice: The Freedom to Create Your Future

The research directly confronts a dangerous and pervasive cultural disease: the widespread belief that greatness owes more to circumstance, luck, and external factors than to deliberate action and sustained discipline. While luck undoubtedly plays a role for everyone - both good and bad - the root cause of sustained greatness cannot be attributed to circumstance when companies in nearly identical situations, facing the same market conditions and comparable luck events, achieve dramatically different outcomes over extended periods. The study reveals that exceptional performers don't possess magical predictive powers to navigate uncertainty. Instead of becoming paralyzed by analysis or seeking perfect foresight, they embrace an empirical approach. They ask practical, evidence-based questions like "How can we bullet our way to understanding?" or "Do we have enough validation to fire a cannonball?" This methodology involves firing multiple small bullets (low-cost, low-risk tests) knowing some will miss, but then committing significant resources to cannonballs (major initiatives) only when sufficient validation exists through real-world experience. The core 10X concepts form an integrated system for achieving exceptional performance: fanatic discipline (unwavering consistency in action), empirical creativity (innovation based on evidence), productive paranoia (maintaining hypervigilance in good times), and Level 5 ambition (ambitious for a cause beyond oneself). These principles manifest through specific practices: the 20 Mile March (consistent progress regardless of conditions), fire bullets then cannonballs (tested innovation), leading above the Death Line (maintaining safety margins), and SMaC (Specific, Methodical, and Consistent practices). Together, these elements enable organizations to capitalize on luck events - both good and bad - more effectively than their competitors. What truly distinguishes 10X leaders isn't their personality type or leadership style - whether they're reserved or charismatic, understated or bold. Instead, it's their fundamental motivations and driving forces that matter. These leaders define themselves through their impact, contribution, and larger purpose rather than pursuing personal wealth, fame, or power for its own sake. They embrace a profound truth: while we cannot predict or control the future with certainty, we possess the power to create it through disciplined choices and consistent action. This philosophy acknowledges that while we may have limited control over external circumstances, we remain "free to choose, free to become great by choice." This agency - this freedom to choose our response to circumstances - becomes the foundation for building exceptional, enduring organizations in any field facing uncertainty.

★★★★★

Vous êtes arrivé au bout de Oser réussir

Adopté par plus d'un million d'apprenants

“Cela fait 23 jours et je l'utilise tous les jours. Cette application fait désormais partie de ma routine.”

jayallen

Thèmes clés dans Oser réussir

thriving in uncertainty
productive paranoia
empirical creativity
consistent performance markers
disciplined growth constraints

Citations de Oser réussir

The most successful leaders weren't necessarily the boldest risk-takers.
Consistency of action aligned with values and long-term goals.
Bill Gates always lived in fear.
Progressive would pay out no more than $96 in losses plus overhead.

Personnages de Oser réussir

Jim CollinsCo-author and lead researcher of the study
Herb KelleherCo-founder and leader of Southwest Airlines
John BrownFormer CEO of Stryker Corporation

À propos de l'auteur

Jim Collins et Morten T. Hansen, co-auteurs du classique du leadership Great by Choice: Uncertainty, Chaos, and Luck—Why Some Thrive Despite Them All, sont des autorités reconnues en matière d'excellence organisationnelle et de leadership adaptatif. Collins, diplômé d'un MBA de Stanford et ancien membre de la faculté de la Stanford Business School, a bâti sa réputation grâce à des ouvrages fondamentaux tels que Good to Great et Built to Last, qui analysent le succès durable des entreprises à travers des recherches rigoureuses.

Hansen, professeur à l'UC Berkeley et à l'INSEAD, titulaire d'un doctorat de Stanford, allie rigueur académique et perspectives concrètes issues de son passage à la Harvard Business School et au Boston Consulting Group. Leur collaboration mêle le cadre analytique axé sur les données, signature de Collins, à l'expertise de Hansen sur les pratiques de haute performance en période de volatilité.

Le livre, qui fait partie de la célèbre série de Collins sur la stratégie d'entreprise, approfondit les thèmes de l'innovation disciplinée et de la résilience — des concepts affinés au cours de neuf années de recherche sur des entreprises ayant survécu à d'extrêmes turbulences de marché. Les ouvrages de Collins se sont vendus à plus de 10 millions d'exemplaires dans le monde, tandis que l'ouvrage suivant de Hansen, Great at Work, explore davantage la productivité dans des environnements chaotiques. Traduit en 35 langues, Great by Choice reste une lecture obligatoire dans les programmes de direction et a été cité par des dirigeants du Fortune 500 pour ses stratégies exploitables lors de la crise financière de 2008.

Telecharger le resume de Oser réussir

Obtenez le resume de Oser réussir en PDF ou EPUB gratuit. Imprimez-le ou lisez-le hors ligne a tout moment.

Les utilisateurs ont aussi aimé

Good to Great

Jim Collins

Built to Last

Jim Collins

Beyond Entrepreneurship 2. 0

Jim Collins

Positive Chaos

Dan Thurmon

How the Mighty Fall

Jim Collins

Competing in the New World of Work

Keith Ferrazzi & Kian Gohar & Noel Weyrich

Grit to great

Linda Kaplan Thaler & Robin Koval

The Leadership Challenge

James Kouzes & Barry Posner

FAQ sur ce livre

Découvrir plus

PLAN D'APPRENTISSAGE

The Conqueror’s Code: Strategic Leadership

In an era of constant disruption, traditional management is no longer enough to sustain growth. This plan is designed for aspiring executives and entrepreneurs who need to blend bold vision with tactical agility and robust governance to build lasting organizations.

1 h 30 m•3 Sections

PLAN D'APPRENTISSAGE

The Grit of Decision Science

This plan bridges the gap between behavioral theory and practical application for professionals facing high-pressure choices. It is ideal for leaders and strategists who want to master the psychological friction between intuition and logic.

2 h 18 m•3 Sections

PLAN D'APPRENTISSAGE

Think like Nassim taleb

In an increasingly volatile world, traditional linear thinking often leads to catastrophic failure. This plan is essential for decision-makers, investors, and strategists who want to move beyond mere resilience and learn to profit from uncertainty.

5 h 30 m•4 Sections

PLAN D'APPRENTISSAGE

The Systems Thinking Advantage for Founders

In the volatile world of startups, founders often fall into the trap of reactive management. This learning plan is essential for entrepreneurs who want to move beyond chaos by mastering the structural dynamics of their business. It is ideal for early-stage leaders aiming to build scalable, stable organizations through first-principles design.

1 h 30 m•3 Sections

PLAN D'APPRENTISSAGE

The Compound Advantage

This plan is designed for ambitious professionals and leaders who want to maximize their long-term impact through incremental gains. It bridges the gap between behavioral science, cognitive clarity, and social influence to create a comprehensive toolkit for high performance.

1 h 45 m•3 Sections

PLAN D'APPRENTISSAGE

The Management Shadow: Taleb/Kahneman/Greene

In an era of radical uncertainty, traditional management frameworks often fail because they ignore human irrationality and the impact of rare events. This plan is designed for leaders and strategists who want to master the hidden psychological and systemic forces that govern success and power.

4 h 43 m•4 Sections

PLAN D'APPRENTISSAGE

The Unshakable Founder Mindset

This learning plan is designed for ambitious entrepreneurs who need to balance mental fortitude with aggressive market disruption. It combines ancient philosophy with modern scaling strategies to help founders build resilient, inclusive, and high-growth companies.

1 h 30 m•3 Sections

PLAN D'APPRENTISSAGE

The High-Growth Leadership Playbook

In fast-scaling environments, traditional management often leads to burnout and missed deadlines. This playbook is designed for high-growth leaders who need to shift from tactical oversight to strategic empowerment to sustain team performance. It provides the psychological and behavioral tools necessary to build a self-sustaining, high-energy culture.

2 h•4 Sections

Cree par des anciens de Columbia University a San Francisco

LOVED BY

1,000,000+ curious minds.

4.7

avg rating

1M+ learners

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

Decouvrez comment BeFreed est discute sur le web

Cree par des anciens de Columbia University a San Francisco

LOVED BY

1,000,000+ curious minds.

4.7

avg rating

1M+ learners

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

Decouvrez comment BeFreed est discute sur le web

Commencez votre parcours d'apprentissage, maintenant

Chapitre 5

Oser réussir

AperçuAperçu de Oser réussir

Un livre. De nombreuses façons de l'écouter.

When Uncertainty Becomes Your Advantage

The 10X Leaders: Disciplined Paranoids Who Changed Everything

Voyez chaque mot au fil de l'écoute

The 20 Mile March: Consistency Trumps Intensity

Fire Bullets, Then Cannonballs: The Innovation Paradox

Profitez davantage de Oser réussir

Leading Above the Death Line: Productive Paranoia in Action

SMaC: Creating Order Amid Chaos

Voyez chaque mot au fil de l'écoute

Return on Luck: Making the Most of What Happens

The Genius of the AND: Discipline Amplifies Creativity

Profitez davantage de Oser réussir

Great By Choice: The Freedom to Create Your Future

Vous êtes arrivé au bout de Oser réussir

Thèmes clés dans Oser réussir

Citations de Oser réussir

Personnages de Oser réussir

À propos de l'auteur

Telecharger le resume de Oser réussir

Les utilisateurs ont aussi aimé

FAQ sur ce livre

What is Great by Choice by Jim Collins about?

Who should read Great by Choice?

Is Great by Choice worth reading?

What is the "20-Mile March" principle in Great by Choice?

Découvrir plus

1,000,000+ curious minds.

1,000,000+ curious minds.

Un livre. De nombreuses façons de l'écouter.

When Uncertainty Becomes Your Advantage

The 10X Leaders: Disciplined Paranoids Who Changed Everything

Voyez chaque mot au fil de l'écoute

The 20 Mile March: Consistency Trumps Intensity

Fire Bullets, Then Cannonballs: The Innovation Paradox

Profitez davantage de Oser réussir

Leading Above the Death Line: Productive Paranoia in Action

SMaC: Creating Order Amid Chaos

Voyez chaque mot au fil de l'écoute

Return on Luck: Making the Most of What Happens

The Genius of the AND: Discipline Amplifies Creativity

Profitez davantage de Oser réussir

Great By Choice: The Freedom to Create Your Future

Vous êtes arrivé au bout de Oser réussir

Les utilisateurs ont aussi aimé

Découvrir plus

Aperçu de Oser réussir