Customer Rating: 
Summary: A good look at what companies can do to manage talent
Comment: Stock findings aside, this book has good talent management strategies, including getting the right people on the bus and making sure everyone is going towards the same goal. Nothing revolutionary, but still helpful. I also found the monograph Good to Great and the Social Sectors: A Monograph to Accompany Good to Great helpful in the non profit arena.
Customer Rating: 
Summary: Good to Great
Comment: This book is easy and interesting reading. Not only is it required text for my class, but the Vice President of the company that I work for actually told me to read it. Imagine her surprise when I informed her that it was required reading for my masters in social work class.
Customer Rating:
Summary: Good to Great review
Comment: Great practical ideas. How refreshing it is to see a passionate individual pursue an idea to completion and take the time to fully investigate all possibilities.
It's been a great addition to my book club at work.
Customer Rating:
Summary: Worth for its price
Comment: I don't need much to write here as hundreds of people has written review for this book.
In simple terms the book is easy to read & understand. Analyze how best companies manage to retain their position by innovative & intelligent leadership. Research is sound & findings are really interesting. This book would be useful for any leader (or follower) even if they are not into financial sector.
The concept of "Good is the enemy of Great" struck me the most
Definitely worth for its price.
Customer Rating:
Summary: Mediocre at best
Comment: After many years of ignoring the hype about this book (it admittedly has a great name) I buckled and read it. It was o.k. I did find some useful facts and anecdotes in it but for the most part it reminded me of esoteric research papers that I was forced to read in med school and residency -- crammed with #'s and statistics and graphs, but relatively little in the way of real-life applicable insights. Worth a quick perusal. The books by Trout and Ries are much better.
Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how longterm sustained performance can be engineered into the DNA of an enterprise from the very beginning. But what about companies that are not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? Are there those that convert long-term mediocrity or worse into long-term superiority? If so, what are the distinguishing characteristics that cause a company to go from good to great? Over five years, Jim Collins and his research team have analyzed the histories of 28 companies, discovering why some companies make the leap and others don't. The findings include: - Level 5 Leadership: A surprising style, required for greatness.
- The Hedgehog Concept: Finding your three circles, to transcend the curse of competence.
- A Culture of Discipline: The alchemy of great results.
- Technology Accelerators: How good-to-great companies think differently about technology.
- The Flywheel and the Doom Loop: Why those who do radical restructuring fail to make the leap.
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