The key to business success is not a single innovation or one plan. It is the act of turning the flywheel, slowly gaining momentum and eventually reaching a breakthrough. Building upon the flywheel concept introduced in his groundbreaking classic Good to Great, Jim Collins teaches listeners how to create their own flywheel, how to accelerate the flywheel’s momentum and how to stay on the flywheel in shifting markets and during times of turbulence.

Ten years after the worldwide best seller Good to Great, Jim Collins returns with another ground-breaking work, this time to ask: Why do some companies thrive in uncertainty, even chaos, and others do not? Based on nine years of research, buttressed by rigorous analysis and infused with engaging stories, Collins and his colleague, Morten Hansen, enumerate the principles for building a truly great enterprise in unpredictable, tumultuous, and fast-moving times.

Jim Collins' thoroughly researched look at corporate success, Good to Great: Why Some Companies Make the Leap and Others Don't, offers practical, well-researched advice on how truly great companies differentiate themselves from the merely good. This SUMOREADS Summary & Analysis offers supplementary material to Good to Great to help you distill the key takeaways, review the book's content, and further understand the writing style and overall themes from an editorial perspective. Whether you'd like to deepen your understanding, refresh your memory, or simply decide whether or not this book is for you, SUMOREADS Summary & Analysis is here to help. Absorb everything you need to know in under 20 minutes!

Save time on the go with this concise summary, and explore key quotations from Built to Last: Successful Habits of Visionary Companies by Jim Collins and Jerry I. Porras.

Jack Welch knows how to win. During his 40-year career at General Electric, he led the company to year-after-year success around the globe, in multiple markets, against brutal competition. His honest, be-the-best style of management became the gold standard in business, with his relentless focus on people, teamwork, and profits.

The New York Times best-selling author of Start With Why, Leaders Eat Last and Together Is Better offers a bold new approach to business strategy by asking one question: are you playing the finite game or the infinite game? In The Infinite Game, Sinek applies game theory to explore how great business achieve long-lasting success. He finds that building long-term value and healthy, enduring growth - that playing the infinite game - is the only thing that matters to your business.

In keeping with the parable style, Patrick Lencioni begins by telling the fable of a woman who, as CEO of a struggling Silicon Valley firm, took control of a dysfunctional executive committee and helped its members succeed as a team. Story time over, Lencioni offers explicit instructions for overcoming the human behavioral tendencies that he says corrupt teams. Succinct yet sympathetic, this guide will be a boon for those struggling with the inherent difficulties of leading a group.

Change is the one constant in business, and we must adapt or face obsolescence. Yet certain challenges never go away. That's what makes this book "must hear." These are the 10 seminal articles by management's most influential experts, on topics of perennial concern to ambitious managers and leaders hungry for inspiration - and ready to run with big ideas to accelerate their own and their companies' success.

This is the promise of The Advantage, Patrick Lencioni’s bold manifesto about the most unexploited opportunity in modern business. In his immensely readable and accessible style, Lencioni makes the case that there is no better way to achieve profound improvement in an organization than by attacking the root causes of dysfunction, politics, and confusion.

As CEO, most everything that Rich O'Connor did had something to do with at least one of the four disciplines on his famed "yellow sheet." Rich never suspected that it would become the blueprint of an employee's plan to destroy the firm. Best selling author Lencioni brings us a fable that focuses on a leader's crucial role in building a healthy organization.

Imagine a world where almost everyone wakes up inspired to go to work. This is not a crazy, idealised notion. In many successful organisations, great leaders are creating environments in which teams trust each other so deeply that they would put their lives on the line for each other. Yet other teams, no matter what incentives are offered, are doomed to infighting, fragmentation and failure. Why? Today's workplaces tend to be full of cynicism, paranoia and self-interest.

In this long-awaited brand-new audiobook recording, an international business expert helps you understand and navigate cultural differences in this insightful and practical guide, perfect for both your work and personal life. Americans precede anything negative with three nice comments; French, Dutch, Israelis, and Germans get straight to the point; Latin Americans and Asians are steeped in hierarchy; Scandinavians think the best boss is just one of the crowd. It's no surprise that when they try and talk to each other, chaos breaks out.

As companies evolve to adopt, integrate, and leverage software as the defining element of their success in the 21st century, a rash of processes and methodologies are vying for their product teams' attention. In the worst of cases, each discipline on these teams - product management, design, and software engineering - learn a different model.

In The Culture Code, Daniel Coyle, New York Times best-selling author of The Talent Code, goes inside some of the most effective organisations in the world and reveals their secrets. He not only explains what makes such groups tick but also identifies the key factors that can generate team cohesion in any walk of life. He examines the verbal and physical cues that bring people together. He determines specific strategies that encourage collaboration and build trust. 

An effective executive does not need to be a leader in the sense that the term is now most commonly used. Harry Truman did not have one ounce of charisma, for example, yet he was among the most effective chief executives in U.S. history. Similarly, some of the best business and nonprofit CEOs Drucker has worked with over his 65-year consulting career were not stereotypical leaders.