What is *Built to Last* by Jim Collins about?

*Built to Last* explores how visionary companies like 3M and Disney achieve enduring success through timeless principles like preserving core values, embracing innovation, and setting ambitious long-term goals. Jim Collins and Jerry Porras analyze 18 exceptional organizations across decades, debunking myths about leadership charisma and short-term profits while offering frameworks for building institutions that thrive beyond generations.

Who should read *Built to Last*?

Entrepreneurs, CEOs, managers, and leaders aiming to create or sustain impactful organizations will benefit most. The book provides actionable strategies for fostering cult-like cultures, setting "Big Hairy Audacious Goals" (BHAGs), and balancing stability with adaptability—making it ideal for those prioritizing legacy over short-term gains.

Is *Built to Last* worth reading?

Yes—it’s a foundational business text with 6 years of research-backed insights. Its case studies on companies like Boeing and Hewlett-Packard reveal patterns for lasting success, influencing later works like *Good to Great*. Over 25 translations and decades of acclaim cement its relevance for organizational development.

What are the key principles in *Built to Last*?

1. **Core Ideology**: Unchanging values and purpose drive decisions. 2. **BHAGs**: Bold 10–30-year goals align teams. 3. **Experimental Evolution**: Innovate relentlessly while preserving core identity. 4. **Cult-like Culture**: Attract and retain those deeply aligned with your mission.

Which companies does *Built to Last* analyze?

3M, Boeing, Marriott, Procter & Gamble, and Walt Disney are spotlighted as visionary companies. Each is compared to peers like Norton and Columbia Pictures to contrast enduring success with short-lived performance.

How does *Built to Last* differ from *Good to Great*?

*Built to Last* examines how great companies sustain success, while *Good to Great* focuses on transforming good companies into exceptional ones. The former emphasizes institutional habits; the latter highlights disciplined leadership and strategic focus.

What is core ideology in *Built to Last*?

Core ideology combines immutable values (e.g., integrity) with a transcendent purpose beyond profits. For example, Disney’s “bring joy” mission guided decisions from animations to theme parks, ensuring consistency amid industry shifts.

What are common criticisms of *Built to Last*?

Critics argue its focus on large, historic companies may not apply to startups or modern tech firms. Some案例研究 companies, like Motorola, later faced declines, prompting debates about the universality of its principles.

Построенные навечно

# Успешные привычки компаний-визионеров

Джим Коллинз

4.06(83188 Reviews)

Обзор книги Построенные навечно

Основанная на шестилетнем исследовании Стэнфорда, книга «Построенные навечно» раскрывает секреты долголетия выдающихся компаний. Концепция «Больших Волосатых Амбициозных Целей» изменила мышление лидеров. Даже такие критики, как Канеман, не могут отрицать её влияние — от залов заседаний до церковных приходов, эта книга стала чертежом для создания непреходящего величия.

Выберите способ повествования

Одна книга. Множество способов её услышать.

Те же идеи из Построенные навечно. Выберите подходящие вам голос, глубину и темп. Меняйте в любое время.

Глава 1

The Corporate Blueprint for Enduring Greatness

What makes some companies not just successful, but truly exceptional over decades or even centuries? Why do certain organizations become institutions that shape industries while their contemporaries fade into obscurity? In 1994, Jim Collins and Jerry Porras answered these questions with "Built to Last," a groundbreaking six-year research project examining eighteen visionary companies that outperformed their rivals for over 50 years. The book became a global phenomenon, translated into 13 languages with over 40 printings worldwide. Business leaders from CEOs to entrepreneurs embraced its findings, making it required reading at companies like Microsoft and referenced by figures including Jeff Bezos. Its enduring popularity stems from a profound insight: truly great companies aren't built on charismatic leaders or brilliant ideas, but on something far more fundamental.

Глава 2

Clock Building, Not Time Telling

Imagine you're lost in the wilderness. Someone who tells you the time helps momentarily, but someone who builds you a clock helps forever. This metaphor captures the essential difference between visionary companies and their less successful counterparts. While comparison companies often relied on visionary leaders who could "tell the time" with brilliant product ideas, the truly exceptional organizations focused on building enduring "clocks" - systems, values, and processes that would tick along successfully regardless of who was in charge or what products they sold. Consider 3M, a company consistently admired across generations. Unlike companies dependent on charismatic figureheads, few people can even name 3M's past or current CEOs. Yet the company has thrived for over a century through multiple product cycles and leadership transitions. How? By focusing on building an organization rather than pursuing specific product ideas. This "clock building" mentality contradicts two persistent business myths. First, that great companies require brilliant initial ideas. In reality, many visionary companies began without clear concepts. Hewlett-Packard started with no specific product in mind, just a vague notion of making "electronic things." Walmart began as a single Ben Franklin franchise store, with Sam Walton's rural discount concept emerging only gradually over two decades. Sony's founders simply wanted to "establish an ideal factory" where engineers could enjoy their work, with no specific products planned. The second shattered myth is that visionary companies require charismatic, high-profile leaders. William McKnight, who guided 3M for fifty-two years, was described as "soft-spoken," "gentle," and "modest." Masaru Ibuka of Sony was reserved and introspective. Bill Hewlett was known for his down-to-earth demeanor. These weren't larger-than-life personalities but architectural thinkers who built organizations that could thrive beyond their tenure. This shift in thinking-from being a brilliant product visionary to becoming an organizational visionary-parallels historical revolutions in human understanding. Just as Newton showed that natural laws rather than divine intervention governed physical events, and Darwin demonstrated how evolutionary processes produced perfectly adapted species, visionary company builders created systems that would produce excellence long after they were gone.

Следите за каждым словом во время прослушивания

Читайте вместе с аудио: каждое слово из Построенные навечно подсвечивается в реальном времени.

Глава 3

Beyond Profit: The Power of Core Ideology

When George Merck II addressed his company in 1950, he articulated a philosophy that would guide generations of leaders: "We try never to forget that medicine is for the people. It is not for the profits. The profits follow, and if we have remembered that, they have never failed to appear." This statement exemplifies what Collins and Porras discovered across visionary companies: a core ideology that transcends mere profit-seeking. Core ideology consists of two elements: core values (essential principles that guide all decisions) and purpose (the fundamental reason for existence beyond making money). At Johnson & Johnson, this ideology was formalized in their famous Credo, which explicitly places customers first, employees second, communities third, and shareholders last. When Tylenol was tampered with in 1982, J&J immediately recalled all capsules nationwide at a $100 million cost-a decision guided by their core values rather than financial calculations. In contrast, comparison companies often lacked this ideological foundation. When Bristol-Myers faced a similar Excedrin tampering, they only recalled tablets from Colorado, with their chairman emphasizing the "negligible effect on earnings." This fundamental difference in priorities appeared consistently across the eighteen company pairs studied. Surprisingly, the specific content of a company's ideology matters far less than having an authentic one that guides decisions. Philip Morris's ideology centered on defending smokers' rights and personal freedom-radically different from Merck's focus on improving human life, yet both companies outperformed comparison companies by maintaining authentic core beliefs. What matters isn't whether outsiders approve of a company's values, but whether those values genuinely guide behavior within the organization. This ideological foundation serves as the fixed point around which visionary companies can evolve and adapt. Like the American Declaration of Independence, core ideology provides enduring principles that remain largely unchanged while enabling progress in everything else. As Thomas Watson Jr. of IBM noted, beliefs must always come before policies, practices, and goals-the latter must be altered if they violate fundamental beliefs.

Глава 4

Preserve the Core/Stimulate Progress

The most powerful concept emerging from the research is the "Genius of the AND"-visionary companies' ability to embrace seemingly contradictory ideas simultaneously. Rather than choosing between preserving core ideology OR driving change, they do both with equal vigor. Rather than balancing short-term results against long-term vision, they demand excellence in both dimensions. This paradoxical thinking manifests most clearly in the fundamental dynamic of "preserve the core/stimulate progress." Visionary companies maintain unwavering commitment to their core ideology while simultaneously driving relentless change in everything that isn't core. This creates a powerful yin-yang dynamic where the stable core enables bold risk-taking in other areas. Disney exemplifies this balance. The company has fanatically preserved Walt's original values of wholesomeness, creativity, and attention to detail for decades after his death. Yet within that ideological framework, Disney has constantly evolved-from animated films to theme parks, television, cruise lines, and digital streaming. The stable core enables rather than inhibits change. What truly distinguishes visionary companies, however, isn't just having this philosophy but institutionalizing it through tangible mechanisms. They don't just talk about values-they create concrete systems that both preserve the core and stimulate progress. The research identified five key mechanisms that appear consistently across visionary companies: Big Hairy Audacious Goals (stimulate progress), Cult-like Cultures (preserve the core), Try a Lot of Stuff and Keep What Works (stimulate progress), Home-grown Management (preserve the core), and Good Enough Never Is (stimulate progress).

Получите больше от Построенные навечно

Получайте новые идеи каждый день из более чем 100 000 уроков
Слова подсвечиваются синхронно с аудио
Ваша библиотека сохранена на всех устройствах

Глава 5

Big Hairy Audacious Goals: The Mountain Climber's Challenge

In 1952, Boeing made an audacious decision. Despite having little presence in the commercial aircraft market, the company committed to building a jet airliner (the 707), investing about a quarter of its net worth in the project. Meanwhile, Douglas Aircraft took a cautious "wait-and-see" approach. This pattern repeated with the 727 and culminated with the 747 jumbo jet in 1965-a decision so risky it nearly bankrupted Boeing but ultimately cemented its industry dominance. These examples illustrate what Collins and Porras call Big Hairy Audacious Goals (BHAGs)-clear, compelling challenges that create momentum and team spirit. Unlike ordinary objectives, BHAGs operate in the gray area between unreasonable and ambitious, creating the excitement of climbing a mountain. They're tangible targets with 50-70% odds of success that require extraordinary effort but remain within the realm of possibility. Fourteen of eighteen visionary companies used BHAGs more extensively than their comparison companies. Philip Morris set the audacious goal of becoming "the General Motors of the tobacco industry" when it was a sixth-place company with less than 10% market share. Sony pursued the seemingly impossible goal of creating a "pocketable" radio in an era of vacuum tubes. Walmart set successive stretch targets throughout its history, from Sam Walton's first goal to make his store "the best, most profitable variety store in Arkansas within five years" to later aiming for $125 billion in sales when the world's largest retailer had only reached $30 billion. What transforms an audacious goal into a true BHAG is the level of commitment behind it. When IBM invested in the System/360 computer in the early 1960s, the project required more resources than the Manhattan Project and was called by Fortune "IBM's $5,000,000,000 gamble... perhaps the riskiest business judgment of recent times." The company built up nearly $600 million in inventory and almost needed emergency loans to meet payroll. Yet this all-or-nothing commitment ultimately secured IBM's market dominance. Crucially, BHAGs operate as institutional mechanisms rather than depending on charismatic leadership. While leaders may set these goals, the goals themselves become the stimulus for progress. When T.A. Wilson succeeded William Allen at Boeing with the 747 still in development and facing potential disaster, Boeing didn't falter. The commitment to BHAGs had become an institutional characteristic transcending individual leaders.

Глава 6

Cult-Like Cultures: The Elite Corps

Imagine walking into a job interview at Nordstrom and being told that about 50% of new hires leave within a year, that everyone starts on the sales floor regardless of credentials, but that top performers can earn double the industry average. This scenario reveals another key mechanism of visionary companies: cult-like cultures that preserve core ideology through fervent indoctrination, tightness of fit, and elitism. Visionary companies aren't necessarily "great places to work" for everyone-they're only great for those who align perfectly with their demanding ideology. These companies create environments where you either fit completely or you're "ejected like a virus"-there's no middle ground. At IBM under Thomas Watson Sr., employees would climb an "inspirational granite staircase" to classrooms filled with corporate mottos and sing from the "Songs of the IBM" songbook each morning. At Disney, employees aren't workers but "cast members" who must adhere to detailed appearance guidelines and undergo extensive "Disney University" training. Analyzing eighteen pairs of companies, the researchers found visionary companies showed stronger indoctrination in eleven pairs, greater tightness of fit in thirteen pairs, and greater elitism in thirteen pairs. Overall, fourteen of eighteen visionary companies displayed greater "cultism" than their comparison counterparts. These cult-like cultures create powerful alignment with core ideology. Procter & Gamble screens potential hires carefully, hires young, molds them into P&G ways, and promotes exclusively from within. New employees undergo formal orientation, read the official biography "Eyes on Tomorrow," and learn about P&G's "spiritual inheritance." They work and socialize almost exclusively with other P&Gers in Cincinnati, creating complete immersion in company culture. Contrary to what some might expect, these tight cultures actually enhance adaptability rather than hindering it. The companies with the strongest cult-like cultures-IBM, Nordstrom, Disney, P&G-successfully navigated major industry shifts during their most cult-like periods. The key is that they combine tight ideological control with wide operational autonomy, exemplified by Nordstrom's one-page employee handbook that simply instructs: "Use good judgment in all situations." This paradoxical approach resembles the Marine Corps-disciplined and controlled, yet requiring individual initiative.

Следите за каждым словом во время прослушивания

Читайте вместе с аудио: каждое слово из Построенные навечно подсвечивается в реальном времени.

Глава 7

Try a Lot of Stuff and Keep What Works

In 1890, Johnson & Johnson-then primarily a medical supplier-accidentally entered consumer products when a physician complained about skin irritation from medicated plasters. After sending talc as a solution, customers began requesting the powder directly, leading to "Johnson's Toilet and Baby Powder." This accidental step eventually grew into 44% of J&J's revenues. Similarly, Band-Aid was invented when employee Earle Dickson created ready-to-use bandages for his accident-prone wife. These examples illustrate another key mechanism of visionary companies: evolutionary progress through experimentation, trial and error, and opportunism. Like Darwin's theory of evolution through variation and natural selection, visionary companies create environments where multiple experiments can flourish, with successful ones preserved and unsuccessful ones discarded. 3M exemplifies this approach. After its initial corundum mining venture failed, bookish accountant William McKnight emerged as a quintessential clock builder who created an organization that would continually self-mutate from within through employee initiative. His philosophy crystallized in mantras repeated throughout 3M's history: "Listen to anyone with an original idea," "Encourage experimental doodling," and "Give it a try-and quick!" This philosophy led to 3M's first successful mutation beyond sandpaper when Dick Drew invented masking tape after overhearing a frustrated auto painter, which later evolved into Scotch cellophane tape. These weren't planned innovations but natural outgrowths of McKnight's evolutionary climate. The company institutionalized numerous mechanisms to stimulate evolutionary progress: the "15 percent rule" allowing technical people to spend time on self-directed projects; the "25 percent rule" requiring divisions to generate a quarter of sales from new products; "Golden Step" awards for successful ventures; "Genesis Grants" providing internal venture capital; and various forums for idea exchange. The comparison companies demonstrated what not to do. Norton remained centralized and bureaucratic, with one scientist describing, "You could work on anything you wanted as long as it was round and had a hole in it." By the 1960s, Norton management had become "largely a caretaker operation," while 3M had diversified into multiple divisions. In 1990, while 3M sailed past $13 billion in sales, Norton ceased to exist as an independent entity through an unfriendly takeover.

Глава 8

Home-Grown Management: The Deep Bench

When Jack Welch became CEO of General Electric in 1981, business media often portrayed him as an outside savior who rescued a troubled company. In reality, Welch was pure GE home-grown stock who joined directly from graduate school and worked there for twenty years before becoming CEO. Moreover, he didn't inherit a mismanaged company-his predecessor Reginald Jones retired as "the most admired business leader in America." This continuity of excellent management is a key reason why GE became a visionary company. The selection process that resulted in Welch becoming CEO exemplified GE's heritage at its best. Jones spent years evaluating candidates through a meticulous process that began seven years before Welch became CEO, with Jones creating "A Road Map for CEO Succession" and narrowing 96 internal candidates to 12, then 6 prime candidates. Across all visionary companies, this pattern of developing and promoting internal talent appeared consistently. Only 3.5% of visionary company CEOs came directly from outside versus 22.1% at comparison companies-making visionary companies six times more likely to promote insiders. Across 1,700 combined years of history, the visionary companies had only four cases of outsiders becoming CEO. This preference for internal promotion creates a self-reinforcing "leadership continuity loop" where management development produces excellent internal candidates, enabling smooth succession that preserves the core ideology while stimulating progress. In contrast, comparison companies often fall into a "leadership gap and savior syndrome" pattern, where poor management development leads to succession crises requiring outside saviors who disrupt the core ideology. The consequences of breaking this continuity appear dramatically in companies like Colgate. Once roughly equal in size to P&G with a strong core ideology, Colgate failed to develop successors in the early 1900s, forcing a merger with Palmolive-Peet that put "alien management" in charge. CEO Charles Pearce proved disastrous, breaching core values and alienating retailers. Though Bayard Colgate eventually replaced him, the damage was done. Meanwhile, P&G became known for having "talent stacked like cordwood" at every level, ensuring they would never face a leadership gap.

Получите больше от Построенные навечно

Получайте новые идеи каждый день из более чем 100 000 уроков
Слова подсвечиваются синхронно с аудио
Ваша библиотека сохранена на всех устройствах

Глава 9

Good Enough Never Is: The Relentless Drive

Visionary companies don't ask "How well are we doing?" but rather "How can we do better tomorrow than we did today?" They institutionalize this mindset, creating extraordinary results not through special secrets but through relentless self-discipline and perpetual discontent with the status quo. These companies build mechanisms that deliberately create discomfort to prevent complacency. P&G created competing brand management structures in 1931, forcing internal competition. Merck deliberately yielded market share in commodity products to force innovation. Motorola cut off mature product lines to drive new development. GE institutionalized "work out" sessions where managers must make on-the-spot decisions about employee proposals. Boeing used "eyes of the enemy" planning to identify vulnerabilities. Wal-Mart tracked daily sales against previous years with "Beat Yesterday" ledgers. Nordstrom ranked sales performance relative to peers, creating perpetual pressure to improve. Beyond these discomfort mechanisms, visionary companies consistently invested more in the future than comparison companies. Analysis of financial statements back to 1915 reveals visionary companies invested more in property, plant and equipment as a percentage of sales (13 of 15 cases), reinvested more earnings back into their businesses (12 of 15 cases), and spent more on R&D (8 of 8 cases). Merck outspent competitors on research by over 30% since the 1940s. The contrast between Marriott and Howard Johnson illustrates this difference perfectly. By 1985, Marriott had surpassed Howard Johnson by sevenfold despite J. Willard Marriott Jr. once hoping merely to match Howard Johnson's success. The difference? Marriott operated as a relentless self-improvement machine while Howard Johnson became complacent. Howard Johnson Jr. moved to elegant quarters in Rockefeller Center, spent time socializing in elite society, and focused on cost-cutting rather than improvement. Meanwhile, Marriott Jr. lived modestly, worked seventy hours weekly, personally visited 200 facilities yearly, and translated his drive for progress into the company's fabric through numerous improvement mechanisms.

Глава 10

Alignment: The Whole Greater Than Its Parts

While many companies invest time and money drafting vision statements, values statements, and mission statements, these documents alone don't create visionary companies. The essence of such companies comes from translating core ideology and drive for progress into the organization's fabric-goals, strategies, policies, processes, cultural practices, behaviors, systems, and everything else. A visionary company creates a total environment that bombards employees with signals so consistent it's impossible to misunderstand the company's ideology and ambitions. Ford's 1980s turnaround wasn't achieved through its "Mission, Values, and Guiding Principles" statement alone, but by translating it into reality. Ford implemented statistical quality control, created the Q1 supplier program, established employee involvement initiatives, invested in communication systems, negotiated profit-sharing with labor, and launched the ambitious Taurus/Sable program with unprecedented customer focus. Without this alignment, cynicism would have erupted and the turnaround likely failed. Similarly, Merck's visionary status comes not just from George Merck's inspiring words from sixty years ago, but from how consistently the company has aligned itself with its core ideology and vision. The company created research labs with an academic atmosphere where scientists could publish in journals, collaborate with outside researchers, and follow promising leads regardless of immediate practical returns. Marketing was prohibited from influencing pure research until products reached human testing stage. Merck rejected conventional budgeting for R&D, instead creating a survival-of-the-fittest system where project "champions" had to persuade colleagues to commit resources. Creating alignment isn't about one-time exercises like off-site retreats or vision statements-it requires constant work. Visionary companies succeed through remarkable comprehensiveness and consistency over time, not through isolated programs or tactics. They sweat the small stuff, recognizing that people don't work day-to-day in the "big picture" but in nitty-gritty details. They create reinforcing clusters of mechanisms rather than random processes. They follow their internal compass rather than external trends or conventions. And they obliterate misalignments that push the company away from its core ideology or impede progress.

Следите за каждым словом во время прослушивания

Читайте вместе с аудио: каждое слово из Построенные навечно подсвечивается в реальном времени.

Глава 11

Building Your Own Visionary Company

The profound implication of this research is that building visionary companies doesn't require extraordinary people-it's within the grasp of every manager and entrepreneur. The builders of visionary companies tend to be simple, even simplistic, in their approaches. This means anyone can contribute to building a visionary company by applying these fundamental principles: First, adopt a clock-building mentality rather than a time-telling one. Focus on creating an organization that can prosper beyond any single product cycle or leader's presence. This means spending less time on specific product lines and more on organization design. Second, articulate a core ideology consisting of core values (the organization's essential and enduring tenets) and purpose (the fundamental reason for existence beyond making money). Remember that core ideology cannot be created-it must be discovered by looking inside. It must be authentic, not aspirational. Third, set Big Hairy Audacious Goals that stimulate progress. Effective BHAGs should be clear and compelling, requiring little explanation. They must fall outside the comfort zone yet remain achievable with heroic effort. Fourth, create a cult-like culture that preserves your core ideology. Translate your ideology into tangible mechanisms that send consistent reinforcing signals-from orientation programs and internal universities to rigorous promotion policies and unique language that creates a sense of belonging to something special. Fifth, encourage experimentation and evolutionary progress. Give people the room they need through decentralization and operational autonomy. Accept that mistakes will be made as an integral part of evolution-you can't have successful mutations without failed experiments. Sixth, develop and promote internal talent. Create a self-reinforcing "leadership continuity loop" where management development produces excellent internal candidates, enabling smooth succession that preserves the core ideology while stimulating progress. Seventh, build mechanisms that deliberately create discomfort to prevent complacency. Never be satisfied with current success-constantly ask how you can do better tomorrow than you did today. Finally, ensure consistent alignment across all aspects of your organization. Translate your core ideology and drive for progress into the organization's fabric-goals, strategies, policies, processes, cultural practices, behaviors, systems, and everything else. The journey to becoming a visionary company isn't a quick fix or management fad but requires long-term dedication to an eternal process of organizational building. Like a martial arts student seeking a black belt, you must understand that the achievement doesn't represent the end of a journey but rather "the beginning-the start of a never-ending journey of discipline, work, and pursuit of an ever-higher standard." Only then are you ready to begin the work of building an organization worthy of lasting.

★★★★★

Вы дочитали Построенные навечно до конца

Любимо более чем 1 млн учащихся

“Прошло 23 дня, и я пользуюсь приложением каждый день. Теперь оно стало частью моей повседневной жизни.”

jayallen

Ключевые темы в Построенные навечно

organizational longevity
core ideology
visionary companies
clock building
preserving the core

Цитаты из Построенные навечно

A visionary company doesn't simply balance between idealism and profitability; it seeks to be highly idealistic and highly profitable.
Good-enough never is.
A BHAG is not just a goal; it is a Big, Hairy, Audacious Goal.
Clock building, not time telling.
Medicine is for the people. It is not for the profits.

Персонажи в Построенные навечно

Jim CollinsCo-author and lead researcher of the study
Jerry PorrasCo-author and organizational researcher
William McKnightLongtime leader and architect of 3M
George Merck IIFormer president of Merck known for his philosophy

Об авторе

Джим Коллинз — автор бестселлера «Построенные навечно» и ведущий исследователь концепций дальновидных компаний и организационной устойчивости. Выпускник и почетный преподаватель Стэнфордской высшей школы бизнеса, Коллинз сочетает десятилетия строгих исследований с практическими выводами, изучая темы долгосрочного успеха, ключевых ценностей и лидерства, основанного на предназначении.

Его работы, включая такие знаковые труды, как «От хорошего к великому», «Как гибнут великие» и «Великие по собственному выбору», разошлись тиражом более 10 миллионов экземпляров по всему миру и изменили современную бизнес-стратегию. Коллинз основал лабораторию менеджмента в Боулдере, штат Колорадо, где консультирует руководителей и организации из различных секторов — от компаний из списка Fortune 500 до Военной академии США в Вест-Пойнте, где он занимал должность профессора по вопросам лидерства.

Признанный журналом Forbes одним из «100 величайших живых бизнес-умов», Коллинз разработал концепции сохранения ключевых идеалов при внедрении инноваций, которые остаются основополагающими в учебных программах по лидерству. Помимо академической деятельности, он является опытным скалолазом, совершившим знаковые восхождения на Эль-Капитан и Хаф-Доум. Его концепции, подробно изложенные на сайте jimcollins.com, продолжают вдохновлять лидеров по всему миру на создание институтов, существующих на протяжении многих поколений.

Скачать резюме книги «Построенные навечно»

Получите резюме книги «Построенные навечно» в формате PDF или EPUB бесплатно. Распечатайте или читайте офлайн в любое время.

Пользователям также понравилось

Good to Great

Jim Collins

Great by Choice

Jim Collins & Morten T. Hansen

Beyond Entrepreneurship 2. 0

Jim Collins

Build to Last

Keith Callahan

Обложка книги Built to Last: The Art of Clock Building

[built-to-last-by-jim-collins:c0000] Built to Last p1-1

[built-to-last-by-jim-collins:c0001] Built to Last p1-1

[built-to-last-by-jim-collins:c0002] Built to Last p1-1

[built-to-last-by-jim-collins:c0003] Built to Last p1-1

17 sources

Built to Last: The Art of Clock Building

How the Mighty Fall

Jim Collins

Built, Not Born

Tom Golisano

Leaders Eat Last

Simon Sinek

Часто задаваемые вопросы об этой книге

Часть плана обучения

ПЛАН ОБУЧЕНИЯ

CEO mindset

4 h 30 m•4 Эпизоды

Узнать больше

ПЛАН ОБУЧЕНИЯ

The Billion-Pound Blueprint

This blueprint is essential for ambitious entrepreneurs and executives aiming to transition from a successful model to a market-dominating empire. It provides the strategic roadmap for scaling operations without compromising the core integrity of the business.

45 m•3 Разделы

ПЛАН ОБУЧЕНИЯ

Why We Build and Strive

This plan is designed for builders and leaders who struggle to balance high-stakes execution with mental well-being. It bridges the gap between historical sociology, scientific methodology, and philosophical detachment to help you build more effectively.

1 h 12 m•3 Разделы

ПЛАН ОБУЧЕНИЯ

The Science of Lasting Change

This plan is essential for anyone struggling to make habits stick despite having strong intentions. It bridges the gap between behavioral science and practical application, making it ideal for professionals and students seeking sustainable personal growth.

1 h 30 m•3 Разделы

ПЛАН ОБУЧЕНИЯ

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 Разделы

ПЛАН ОБУЧЕНИЯ

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 Разделы

ПЛАН ОБУЧЕНИЯ

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 Разделы

ПЛАН ОБУЧЕНИЯ

The Architecture of a Fearless Life

This plan is essential for professionals and seekers struggling with burnout, anxiety about the future, or the pressure of high-stakes results. It offers a blueprint for building resilience by integrating ancient wisdom into modern daily routines, making it ideal for anyone looking to find stability in an unpredictable world.

1 h 30 m•3 Разделы

ПЛАН ОБУЧЕНИЯ

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 Разделы

Создано выпускниками Колумбийского университета в Сан-Франциско

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

Узнайте больше о том, как обсуждают BeFreed в интернете

Создано выпускниками Колумбийского университета в Сан-Франциско

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

Узнайте больше о том, как обсуждают BeFreed в интернете

Начните своё обучение прямо сейчас

Глава 11

Построенные навечно

ОбзорОбзор книги Построенные навечно

Одна книга. Множество способов её услышать.

The Corporate Blueprint for Enduring Greatness

Clock Building, Not Time Telling

Следите за каждым словом во время прослушивания

Beyond Profit: The Power of Core Ideology

Preserve the Core/Stimulate Progress

Получите больше от Построенные навечно

Big Hairy Audacious Goals: The Mountain Climber's Challenge

Cult-Like Cultures: The Elite Corps

Следите за каждым словом во время прослушивания

Try a Lot of Stuff and Keep What Works

Home-Grown Management: The Deep Bench

Получите больше от Построенные навечно

Good Enough Never Is: The Relentless Drive

Alignment: The Whole Greater Than Its Parts

Следите за каждым словом во время прослушивания

Building Your Own Visionary Company

Вы дочитали Построенные навечно до конца

Ключевые темы в Построенные навечно

Цитаты из Построенные навечно

Персонажи в Построенные навечно

Об авторе

Скачать резюме книги «Построенные навечно»

Пользователям также понравилось

Часто задаваемые вопросы об этой книге

What is Built to Last by Jim Collins about?

Who should read Built to Last?

Is Built to Last worth reading?

What are the key principles in Built to Last?

Часть плана обучения

CEO mindset

Узнать больше

1,000,000+ curious minds.

1,000,000+ curious minds.

Одна книга. Множество способов её услышать.

The Corporate Blueprint for Enduring Greatness

Clock Building, Not Time Telling

Следите за каждым словом во время прослушивания

Beyond Profit: The Power of Core Ideology

Preserve the Core/Stimulate Progress

Получите больше от Построенные навечно

Big Hairy Audacious Goals: The Mountain Climber's Challenge

Cult-Like Cultures: The Elite Corps

Следите за каждым словом во время прослушивания

Try a Lot of Stuff and Keep What Works

Home-Grown Management: The Deep Bench

Получите больше от Построенные навечно

Good Enough Never Is: The Relentless Drive

Alignment: The Whole Greater Than Its Parts

Следите за каждым словом во время прослушивания

Building Your Own Visionary Company

Вы дочитали Построенные навечно до конца

Пользователям также понравилось

Часть плана обучения

CEO mindset

Узнать больше

Обзор книги Построенные навечно