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In the book "Great by Choice", Jim Collins and Morten Hansen looks at what makes one corporation be strong and another to fail. They respond to a question of why there are companies that thrive in the midst of chaos in their environment (Collins and Hansen 1). Is it because they are lucky? They give a profile of profit oriented organizations and their success in addressing the issue of luck in success of a business. These examples do not only apply to profit oriented corporations, but even non-profit making organizations. Various themes can be seen from the examples given in the book.
One of the themes from the book is fanatic discipline in an organization, in Chapter two (Collins and Hansen 22). According to Collins and Hansen (25), a successful organization must be well disciplined in its operations. An outstanding example is the one he gives of the 10X corporations in the U.S. In the mid of 1980s to 1990s, Bill Gates, the founder of Microsoft Company used to keep a photo of Henry Ford in this office (Collins and Hansen 31). This was to remind him how Ford Motor Vehicle Company was overtaken by General Motors. He required a constant reminder of some younger version of himself to knock down Apple Company.
The altruistic behavior made the 10X companies set for the 20 mile Match journey as described by Collins and Hansen in chapter three (Collins and Hansen 76). They went through a period of sustained growth, which was characterized by hitting of the right targets. This demonstrated their ability to resolve and control the growth. Through constant discipline and strong resistant of the constantly changing markets, they were able to achieve self control in the [url=http://www.thehygienerevolution.com/barbour.php]barbour[/url] industry. This show that constant discipline is what makes the company to successful in the industry it is operating. It is not how innovative a company is that will keep in the business.
He gives another example of two people that were running the October 1911 race to South Pole; Roald Amundsen and Robert Scott. Amundsen and his team managed to go South Pole and returned safely (Collins and Hansen 54). On the other hand, Scott and his team perished. The difference between the success of Amundsen team and Scott team was based on discipline and enough preparation, proper setting of goals. Amundsen had carried enough supplies of what they needed. They carried four thermometers and even ate raw dolphin while Scott team carried only one thermometer that broke along the journey. Amundsen also placed his supplies at a distance of ten [url=http://www.ilyav.com/uggpascher.php]ugg pas cher[/url] kilometers apart so that each time he would be a distance of ten kilometers from any of them (Collins and Hansen 56). Throughout his journey, he continuously marked his trail. Scott's team carried only supplies that were enough to reach them to the next deport. When Scott team was found by searchers, they were all frozen inside their tent (Collins and Hansen 62). This was only [url=http://www.mxitcms.com/abercrombie/]abercrombie milano[/url] a distant of ten miles from the next deport. Amundsen proper preparation was able to take him to South Pole and back. He was able to prepare enough for the uncertain outcome of the journey.
Another theme from the book is on empirical creativity. Collins and Hansen state that for [url=http://www.rtnagel.com/airjordan.php]jordan pas cher[/url] a business to be successful in an uncertain time, in the industry, empirical creativity was significant (Collins and Hansen 86). This creativity they explain [url=http://www.achbanker.com/home.php]hollister france[/url] with the example of firing bullets. According to Collins and Hansen (99), a person needs to [url=http://www.1855sacramento.com/moncler.php]moncler sito ufficiale[/url] be creative before firing a bullet or a cannonball. They add that disaster occurs when a person fires one cannonball followed immediately by another. A person also need have knowledge of what he is firing at, and before firing he needs to know what will work best for him (Collins and Hansen 102). However, they bring out a contrast that innovation is not the only way to a successful organization. They give out an example of two biotech companies trying to show the impact of innovation in a company. Amgen that was less innovative compared with Genentech always had more returns for over a period of 20 years (Collins and Hansen 115).
The other theme from the book is the effect of productive paranoia. Collins and Hansen describe that businesses are more successful when they engage in productive paranoia in uncertain times (Collins and Hansen 133). It is not about taking risks [url=http://www.1855sacramento.com/moncler.php]moncler outlet[/url] during the uncertain times, but it involves preparing well enough when it is not easy to predict the outcome. The [url=http://www.mansmanifesto.fr]doudoune moncler homme[/url] 10X companies in the book were successful as a result of their proper preparation during unpredictable times. They hoard some amount of cash to keep them moving in case there is such unpredictable occurrence in the business environment (Collins and Hansen 141). In this way, they are able to overcome any buffers that are [url=http://www.vivid-host.com/barbour.htm]barbour uk[/url] along the way. The companies were able to scale [url=http://www.davidhabchy.com]barbour sale[/url] their innovations in uncertain times (Collins and Hansen 154). They saw those that seemed to be promising, and they maximized on them. Their internal changes were adopted according to the prevailing conditions.
Another theme that is explored in the book is about the use of the SMaC method in chapter six. This represents Specific, Methodological and Consistent in the industry of operation of an organization (Collins and Hansen 186). The SMaC method is designed for managers of companies that want to remain competitive even during uncertain times. The [url=http://www.sandvikfw.net/shopuk.php]hollister sale[/url] success of the 10X companies could be explained on the basis of SMaC method. This is by developing it, adhering to it and amending it in relation to the prevailing environment at the time (Collins and Hansen 211). SMaC practices can make a company remain concrete for decades when they become part of its culture, they say.
The last theme is on the effect of luck to an organization as described in chapter seven. The study of the 10X companies has been in presenting this theme. According to Collins and Hansen (231), all the companies had an opportunity of luck initially. Their difference to other companies was that they were well prepared, quick in action and well disciplined when they had either good or bad luck in their operations (Collins and Hansen 256). Thus, in case of unfavourable luck they did not fall back and when the good luck struck they were able to rise to higher heights. The other companies were unable to have a sound preparation in case of any luck, and thus luck got them unexpected (Collins and Hansen 264). Bad luck made them fall back while good luck only saved their lives. Hence, Collins and Hansen find out that luck is not a strategy for the success of a company (Collins and Hansen 282). The success of any company is based on how well it prepares for either of the two lucks (Collins and Hansen 293). They are aimed at obtaining positive results despite the luck before them. Good leadership is the core for the success of an [url=http://www.rtnagel.com/louboutin.php]louboutin pas cher[/url] organization. This makes the organization any storm along the way.

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