---
product_id: 1705016
title: "Built to Last: Successful Habits of Visionary Companies (Good to Great, 2)"
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# Built to Last: Successful Habits of Visionary Companies (Good to Great, 2)

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- **What is this?** Built to Last: Successful Habits of Visionary Companies (Good to Great, 2)
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## Description

Built to Last: Successful Habits of Visionary Companies (Good to Great, 2) [Collins, Jim, Porras, Jerry I.] on desertcart.com. *FREE* shipping on qualifying offers. Built to Last: Successful Habits of Visionary Companies (Good to Great, 2)

Review: Lasting insights and concepts - We sometimes wonder what makes a company great. We often look at its real and perceived competitive advantages, ideas like a strong brand, an extremely talented and visionary leader, cult followers, great idea or innovative product. We often tend to believe a company should posses these characteristics in order to be successful. I have even witnessed many people refusing to start a company before having the "aha" moment or the brilliant idea which will change the world. Mr. Collins and Mr. Porras researched many companies and identified several characteristics which identify companies which are built to last a long time. The book is written in a way of discussion on concepts and characteristics which distinguish these visionary companies from the rest of the companies. By highlighting these concepts the authors provide surprising facts and insights and breaking several myths about the reasons for a company long term success. The authors took a very interesting approach of comparing a visionary (build to last) company to a comparison company. As you read the book it seems as if the "comparison" company should be the one to last. However, after the authors provide the different approaches, characteristics and choices made by the two companies, we, the readers, are slowly coming to the realization it is the visionary companies which lasted. It is often the case the comparison companies do not even exist today. The book was first published in 1994 and a lot has changed since then. It is interesting to note that today (2012) few of the visionary companies are performing worse than their comparison company. And over the years I have heard readers being disappointed with the selection of companies and even stated, "This book is wrong, you see, these companies were not build to last".¹ I believe the key to understand the book lessons, is not by focusing on the specific companies, but it is by observing the characteristics and concepts which define visionary companies as brilliantly described in this book. I highly recommend the book for leaders of companies, builders of companies and all who wish to understand how a company can be built (or changed) to last. Amir Avitzur Author of "Why do we sell low and buy high? The guide you must read BEFORE you invest" ¹ Mr. Collins researched and wrote about the cause of companies to fail in a more recent book called "How the mighty fall".
Review: A Conceptual Framework for Highly Visionary Companies - Jim Collins is a prolific researcher, writer, and teacher of enduring great companies. He graduated from Stanford University with degrees in business administration and mathematical sciences. He also used to research and teach at the Stanford Graduate School of Business. Jerry I. Porras is the Lane Professor of Organizational Behavior, Emeritus, at the Stanford Graduate School of Business. Like Collins, he is also interested in the characteristics of visionary companies, especially focusing in on the organizational components. He received his BSEE from Texas Western College, his MBA from Cornell University, and his Ph.D from the University of California. The authors have two primary objectives: to develop a conceptual framework based on the common dynamics and characteristics of highly visionary companies, and to effectively communicate these concepts so that they are useful to others (Location 459). In doing this, they discovered that all visionary companies have a core ideology, an unrelenting drive for progress, and an organizational structure to preserve the core and stimulate progress (Location 4974). The specific methods that companies use to implement those requirements may change and are the topics in part two of the book. This book is separated into three sections. Chapters one to four outline the research questions and underlying principles for the book: be a clock builder, embrace the "Genius of the AND," preserve the core and stimulate progress, and seek consistent alignment (Location 4993). Chapters five to nine describe specific methods that visionary companies used to preserve the core and stimulate progress, while not claiming to be the only methods that work: Big hairy audacious goals, a cult-like culture, trying a lot of stuff and keeping what works, home-grown management, and that good enough never is. Chapters ten to the epilogue summarizes the book and separates the major concepts from the minor ones. This book is definitely a must-read for all leaders and managers, whether you are in the non-profit or for-profit spheres. I give this book a 5 out of 5.

## Technical Specifications

| Specification | Value |
|---------------|-------|
| Best Sellers Rank | #19,422 in Books ( See Top 100 in Books ) #8 in Company Business Profiles (Books) #98 in Business Management (Books) #187 in Leadership & Motivation |
| Book 2 of 6  | Good to Great |
| Customer Reviews | 4.6 4.6 out of 5 stars (2,645) |
| Dimensions  | 5.31 x 0.83 x 8 inches |
| Edition  | 3rd ed. |
| ISBN-10  | 0060516402 |
| ISBN-13  | 978-0060516406 |
| Item Weight  | 9.6 ounces |
| Language  | English |
| Print length  | 368 pages |
| Publication date  | October 26, 1994 |
| Publisher  | Harper Business |

## Images

![Built to Last: Successful Habits of Visionary Companies (Good to Great, 2) - Image 1](https://m.media-amazon.com/images/I/11f8x+JAnsL.jpg)
![Built to Last: Successful Habits of Visionary Companies (Good to Great, 2) - Image 2](https://m.media-amazon.com/images/I/31TA0q6WeYL.jpg)
![Built to Last: Successful Habits of Visionary Companies (Good to Great, 2) - Image 3](https://m.media-amazon.com/images/I/31dDUUrkc+L.jpg)
![Built to Last: Successful Habits of Visionary Companies (Good to Great, 2) - Image 4](https://m.media-amazon.com/images/I/4108YFje1dL.jpg)
![Built to Last: Successful Habits of Visionary Companies (Good to Great, 2) - Image 5](https://m.media-amazon.com/images/I/413Yf8aCAmL.jpg)

## Customer Reviews

### ⭐⭐⭐⭐⭐ Lasting insights and concepts
*by A***R on January 23, 2013*

We sometimes wonder what makes a company great. We often look at its real and perceived competitive advantages, ideas like a strong brand, an extremely talented and visionary leader, cult followers, great idea or innovative product. We often tend to believe a company should posses these characteristics in order to be successful. I have even witnessed many people refusing to start a company before having the "aha" moment or the brilliant idea which will change the world. Mr. Collins and Mr. Porras researched many companies and identified several characteristics which identify companies which are built to last a long time. The book is written in a way of discussion on concepts and characteristics which distinguish these visionary companies from the rest of the companies. By highlighting these concepts the authors provide surprising facts and insights and breaking several myths about the reasons for a company long term success. The authors took a very interesting approach of comparing a visionary (build to last) company to a comparison company. As you read the book it seems as if the "comparison" company should be the one to last. However, after the authors provide the different approaches, characteristics and choices made by the two companies, we, the readers, are slowly coming to the realization it is the visionary companies which lasted. It is often the case the comparison companies do not even exist today. The book was first published in 1994 and a lot has changed since then. It is interesting to note that today (2012) few of the visionary companies are performing worse than their comparison company. And over the years I have heard readers being disappointed with the selection of companies and even stated, "This book is wrong, you see, these companies were not build to last".¹ I believe the key to understand the book lessons, is not by focusing on the specific companies, but it is by observing the characteristics and concepts which define visionary companies as brilliantly described in this book. I highly recommend the book for leaders of companies, builders of companies and all who wish to understand how a company can be built (or changed) to last. Amir Avitzur Author of "Why do we sell low and buy high? The guide you must read BEFORE you invest" ¹ Mr. Collins researched and wrote about the cause of companies to fail in a more recent book called "How the mighty fall".

### ⭐⭐⭐⭐⭐ A Conceptual Framework for Highly Visionary Companies
*by D***M on October 19, 2012*

Jim Collins is a prolific researcher, writer, and teacher of enduring great companies. He graduated from Stanford University with degrees in business administration and mathematical sciences. He also used to research and teach at the Stanford Graduate School of Business. Jerry I. Porras is the Lane Professor of Organizational Behavior, Emeritus, at the Stanford Graduate School of Business. Like Collins, he is also interested in the characteristics of visionary companies, especially focusing in on the organizational components. He received his BSEE from Texas Western College, his MBA from Cornell University, and his Ph.D from the University of California. The authors have two primary objectives: to develop a conceptual framework based on the common dynamics and characteristics of highly visionary companies, and to effectively communicate these concepts so that they are useful to others (Location 459). In doing this, they discovered that all visionary companies have a core ideology, an unrelenting drive for progress, and an organizational structure to preserve the core and stimulate progress (Location 4974). The specific methods that companies use to implement those requirements may change and are the topics in part two of the book. This book is separated into three sections. Chapters one to four outline the research questions and underlying principles for the book: be a clock builder, embrace the "Genius of the AND," preserve the core and stimulate progress, and seek consistent alignment (Location 4993). Chapters five to nine describe specific methods that visionary companies used to preserve the core and stimulate progress, while not claiming to be the only methods that work: Big hairy audacious goals, a cult-like culture, trying a lot of stuff and keeping what works, home-grown management, and that good enough never is. Chapters ten to the epilogue summarizes the book and separates the major concepts from the minor ones. This book is definitely a must-read for all leaders and managers, whether you are in the non-profit or for-profit spheres. I give this book a 5 out of 5.

### ⭐⭐⭐ Review
*by P***Y on October 5, 2024*

A great book with a lot of valuable insights, but I found it to be a pretty dense read. The research and examples are thorough, which is impressive, but at times it felt like the details were a bit much and made it hard to stay engaged. That said, the core ideas really stood out—like how successful companies aren’t just about charismatic leaders but about strong values and systems that last. If you can get through the heavy sections, the lessons on creating lasting companies are definitely worth it, but it’s not the easiest book to get through.

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*Last updated: 2026-01-28*