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267. Jim Collins, Good to Great: Why Some Companies Make the Leap ... And Others Don’t (New York: HarperCollins Publishers, Inc., 2001), 107; Nucor Corporation, 2000 Annual Report (Charlotte, NC: Nucor Corporation, 2001).
268. Nucor Corporation, 2000 Annual Report (Charlotte, NC: Nucor Corporation, 2001); Nucor Corporation, 2001 Annual Report (Charlotte, NC: Nucor Corporation, 2002).
269. Jessica Marquez and Patrick J. Kiger, “Retooling Pay," Workforce Management, November 7, 2005, 1; Anil K. Gupta and Vijay Govindarajan, “Knowledge Management’s Social Dimension: Lessons from Nucor Steel," Sloan Management Review 42, no. 1 (Fall 2000); Susan J. Marks, “Incentives That Really Reward and Motivate,” Workforce 80, no. 6 (June 2001): 108; Nanette Byrnes and Michael Arndt, “The Art of Motivation," BusinessWeek, May 1, 2006, 56.
270. Nucor Corporation, 2001 Annual Report (Charlotte, NC: Nucor Corporation, 2002); Nucor Corporation, 2003 Annual Report (Charlotte, NC: Nucor Corporation, 2004).
271. Daniel DiMicco, “Steel Success Strategies XVI: Mini-Mill Takes Second Look — At Implementation," American Metal Market, June 20, 2001,17A.
272. Nucor Corporation, 2001 Annual Report (Charlotte, NC: Nucor Corporation, 2002).
273. Nucor Corporation, 2002 Annual Report (Charlotte. NC: Nucor Corporation, 2003).
274. Nucor Corporation, 2004 Annual Report (Charlotte, NC: Nucor Corporation, 2005).
275. Kathy Mulady, “Nordstrom Reports Earnings Nosedive: Disappointing Holiday Season, Economic Slump Blamed," Seattle Post-Intelligencer, February 23, 2001: Kathy Mulady. “Back In the Family,” Seattle Post-Intelligencer, June 27, 2001: Rajiv Lai and Arar Han, “Nordstrom: The Turnaround.” Harvard Business School, case study #9-505-051 (Boston: Harvard Business School Publishing, 2005); Louise Lee, “Nordstrom Cleans Chit Its Closets," BusinessWeek, May 22, 2000, 105: Carol Tice. “Reinvention Rebuffed?" Puget Sound Business Journal. August 4,2000.1: Devon Spurgeon, “In Return to Power, The Nordstrom Family Finds A Pile of Problems," Wall Street Journal, September 8. 2000; Bill Kossen, “A Good Fit?" Seattle Times, May 29. 2001; “Can The Nordstroms Find the Right Style?" BusinessWeek, July 30. 2001; Nordstrom, Inc., Annual Report 2007 (Seattle: Nordstrom, Inc.. 2008).
276. Rajiv Lai and Arar Han, “Nordstrom: The Turnaround." Harvard Business School, case study #9-505-051 (Boston: Harvard Business School Publishing, 2005); Kathy Mulady. “Nordstroms Again Take the Reins," Seattle Post-Intelligencer, September 1. 2000.
277. Kathy Mulady, “Another Move At Nordstrom." Seattle Post-Intelligencer. September 12, 2000; Rajiv Lai and Arar Han. “Nordstrom: The Turnaround." Harvard Business School, case study #9-505-051 (Boston: Harvard Business School Publishing. 2005); Robert Spector and Patrick McCarthy, The Nordstrom Way to Customer Service Excellence (Hoboken, NJ: John Wiley & Sons, Inc., 2005), 91. 144.
278. Bill Kossen, “A Good Fit?" Seattle Times, May 29, 2001: Nordstrom, Inc., Annual Report 2002 (Seattle: Nordstrom. Inc.. 2003): Rajiv Lai and Arar Han, “Nordstrom: The Turnaround.'' Harvard Business School, case study #9-505-051 (Boston: Harvard Business School Publishing, 2005).
279. Rajiv Lai and Агат Han, “Nordstrom: The Turnaround," Harvard Business School, case study #9-505-051 (Boston: Harvard Business School Publishing, 2005).
280. Rajiv Lai and Arar Han, “Nordstrom: The Turnaround," Harvard Business School, case study #9-505-051 (Boston: Harvard Business School Publishing. 2005): Carol Tice, “Bringing Nordstrom Back," Puget Sound Business Journal, December 26, 2003: Bill Kossen, “A Good Fit?" Seattle Times, May 29, 2001; Robert Spector and Patrick McCarthy, The Nordstrom Way to Customer Service Excellence (Hoboken, NJ: John Wiley & Sons, Inc., 2005), 143; Nordstrom, Inc., Annual Report 2003 (Seattle: Nordstrom, Inc., 2004).
281. Nordstrom, Inc.. Annual Report 2002 (Seattle: Nordstrom, Inc., 2003); Bill Kossen, “A Good Fit?" Seattle Times, May 29, 2001; Nordstrom, Inc., Annual Report 2003 (Seattle: Nordstrom, Inc., 2004), 11; Devon Spurgeon, “In Return to Power, The Nordstrom Family Finds A Pile of Problems," Wall Street Journal, September 8, 2000.
282. Rajiv Lai and Arar Han, “Nordstrom: The Turnaround," Harvard Business School\case study #9-505-051 (Boston: Harvard Business School Publishing, 2005).
2H3. Jon Rhine, “Refashioning the ’Nordstrom Way,’" San Francisco Business Times, June8,2001,3; Amy Merrick, “Nordstrom Accelerates Plan to Straighten Out Business," Wall Street Journal, October 19, 2001: Rajiv Lai and Arar Han, “Nordstrom: The Turnaround," Harvard Business School, case study #9-505-051 (Boston: Harvard Business School Publishing, 2005).
Благодарности
Я выражаю признательность множеству людей за их помощь в осуществлении этого проекта.
Благодарю членов моей команды ChimpWorks за их роль в проекте и неустанные усилия по его продвижению: Сьюзан Барлоу Толл — за всестороннюю проверку фактов и подбор цитат, Майкла Лейна — за превосходное редактирование и концептуальный вклад, Тэффи Хайтауэр — за смешные скоросшиватели и управление процессом вычитки, Джуди Данкли — за обеспечение сбалансированности всего процесса (и за то, что держала всех нас в страхе). Вики Мо-сур Осгуд — за многие годы работы по вращению маховика ChimpWorks, и Кэти Уорланд-Тернер — за энергичную и эффективную работу в качестве моей правой руки, позволявшую мне сфокусироваться на творческой части и обучении.
Благодарю членов моей исследовательской группы за их вклад в этот проект: Робина Битнера — за анализ и проверку фактов, Кайла Блэкмера — за работу над Merck, Брэда Колдуэлла — за работу над IBM и HP, Лорен Куджи — за работу над Nordstrom, Терренс Каммингс — за множество выполненных проектов и вклад в отбор компаний для анализа, Тодда Драйвера — за работу над финансовым анализом, над IBM и за проверку фактов, Райана Холла — за анализ отобранных компаний и сбор ключевых данных. Лорелей Линфилд — за работу над Best Buy и Circuit City и за проверку фактов, Кэтрин Патерсон — за анализ, Мэтью Унангс-та — за анализ отобранных компаний и работу над Xerox и Натаниеля (Нэтти) Зола — за анализ и критику.
Благодарю моего редактора Дебору Нокс за сотни часов упорной работы по анализу, редактированию, проверке, полировке и улучшению рукописи посредством десятков итераций и за углубленное изучение Merck и Fannie Мае.
Благодарю моих критически настроенных читателей, чьи разумные замечания помогли отточить концепции и неизмеримо улучшить текст. Билл Ахтмайер, Джерри Белл, Эд Бетоф, Энн Боуэрс, Уильям Буканаан, Скотт Седер-берг, Алан Чут, Кен Коулман, Алан Дэббери, Брайан Диви,
Джефф Доннел и, Сальваторе Фаццолари, Эндрю Фейлер, Клаудио Фернандес-Араос, Кристофер Форман, Дик Фрост, Денис Годчарлз, Уэйн Гросс, Эрик Хаген, Памела Хеманн, Лиз Херон, Джон Хесс, Фрэнк Хайтауэр, Фил Ходжемсон, Кимберли Холлингсуорт Тейлор, Джон Джонсон, Алан Хазей, Бетина Коски, Кевин Макгарви, Томас Морис, Том Нелсон, Майкл Проутинг, Бобби Рао, Глория Реджалбуто Бентли, Джим Рейд, Невилл Ричардсон, Кевин Румон, Ким Санчес Раел, Дирк Шлимм, Рой Спенс, Фрэнк Салливэн, Кевин Тауил, Джин Тейлор, Том Терни, Алан Уэббер, Джим Уэддл и Уолтер Вонг — спасибо вам всем. Фрэнка Салливэна я также благодарю за то, что предложил название «Как гибнут великие».
Благодарю Бетти Греб и Кэрол Крисманн из Библиотеки деловой литературы имени Уильяма Уайта университета Колорадо за то, что смогли и захотели помочь моим ассистентам, проводящим исследования, в их трудных изысканиях. Благодарю Центр изучения котировок ценных бумаг (CRSP) Чикагского университета за качественные данные и отличный сервис. Благодарю Денниса Бэйла и Лори Дроубоу за профессионализм и передвижной офис, позволивший мне не отрываться от творческой работы даже во время переездов.
Благодарю Френсис Хессельбейн и Дика Кавана за приглашение выступить в Вест-Пойнте, которое вдохновило меня на более глубокое погружение в эту тему. Благодарю Брека Ингланда за термин «обоснованная надежда» как способ описать результаты нашего исследования. Благодарю Боба Буфорда за постоянное требование задавать вопросы, которые разжигали мое любопытство, и за убежденность в том, что меньше — лучше. Благодарю Алана Вюрцеля и Дэвида Максвелла за их полезную точку зрения на схему стадий упадка и за их долгую дружбу и веру в нашу работу.
Благодарю Петера Гинзберга за многолетнюю поддержку, за споры и профессионализм, а также за удивительную способность предлагать идеи публикаций, которые никто раньше не пробовал, — и делать так, что они сработают. Благодарю Холлиса Хеймбауха за редакторский инстинкт, поддержку и готовность отправиться на поиски приключений вместе со мной.
Благодарю Джанет Брокетт за гениальный дизайн и за дружбу.
Благодарю Кэрин Маруни за ее необыкновенную мудрость и творческий взгляд на вещи.
Благодарю друга и коллегу — исследователя Мортена Хансена, который не перестает вдохновлять и ставить трудные задачи, предоставляет критические отзывы и дает полезные советы.
Благодарю мою личную «банду» — братьев за их постоянную поддержку и вдохновение, особенно брата номер один — Майкла Коллинза.
И наконец, как всегда, благодарю Джоанну Эрнст, мою спутницу жизни и лучшего друга, за вдохновение, за то, что является самым строгим моим критиком, и за неизменную веру в меня. После двадцати девяти лет, которые я считаю хорошим началом долгой совместной жизни, я по-прежнему каждый день чувствую себя счастливым.
Об авторе и выходные данные бумажного издания
Джим Коллинз — преподаватель Высшей школы бизнеса Стэнфордском университета, удостоенный награды за выдающиеся успехи в преподавании, автор трудов в области управления.
Коллинз изучает компании — великие, хорошие, слабые, погибшие — от юных стартапов до почтенных 150-летних «долгожителей», а также читает лекции руководителям разных отраслей экономики.
Он автор мирового бестселлера «От хорошего к великому» (From Good to Great), переведенного на 35 языков и изданного тиражом более чем 3 млн экземпляров, соавтор книг «Построенные навечно» (Built to Last) и других.
Больше о Джиме Коллинзе и его работе можно узнать на образовательном сайте www.jimcollins.com.
Jim Collins HOW THE MIGHTY FALL AND WHY SOME COMPANIES NEVER GIVE IN
HarperCollins Publishers
Перевод с английского
Библиотека Генерального Директора Серия «Новый взгляд на Ваш бизнес Москва 2012
издательство МАНН, ИВАНОВ И ФЕРБЕР
УДК 65.011.8 ББК 65.291.218 К 60
Коллинз, Дж.
К 60 Как гибнут великие. И почему некоторые компании никогда не сдаются / Джим Коллинз ; пер. с англ. С. Филина. — 2-е изд. — М. : Манн, Иванов и Фербер, 2012. — 224 с. — (Новый взгляд на Ваш бизнес, том 4).
ISBN 978-5-91657-598-9
Джим Коллинз, взирая взглядом ученого на безжизненные руины когда-то казавшихся несокрушимыми, а ныне канувших в Лету компаний, задается вопросом: как гибнут великие? Действительно ли крах происходит неожиданно или компания, не ведая того, готовит его своими руками? Можно ли обнаружить признаки упадка на ранней стадии и избежать его? Почему одни компании в трудных условиях остаются на плаву, а другие, сопоставимые с ними по всем показателям, идут ко дну? Насколько сильными должны быть кризисные явления, чтобы движение к гибели стало неотвратимым? Как совершить разворот и вернуться к росту? В своей книге Джим Коллинз отвечает на эти вопросы, давая руководителям обоснованную надежду на то, что можно не просто обнаружить и остановить упадок, но и возобновить рост.
УДК 65.011.8 ББК 65.291.218
«Новый взгляд на Ваш бизнес» — книги о нестандартных подходах в бизнесе, ломающих стереотипы и позволяющих по-новому взглянуть на собственный бизнес. Эти книги развенчивают многие мифы, догмы и правила и тем самым открывают широкие возможности для необычных бизнес-идей, оригинальных стратегических решений, позволяющих выйти на качественно новый уровень и — как итог — увеличить прибыль компании в несколько раз. По вопросам подписки на серию обращайтесь в центр редакционной подписки: тел. (495) 785-01-13, [email protected]
Издатель ЗАО «Бизнеском» Алексей Бояркин Издатель серии Ольга Подгорная Главный редактор Виктория Шилкина Научный редактор Наталия Карташова Дизайн Artkitchen (art-kitchen.ru) Компьютерная верстка Ольга Слюсарева Корректор Анна Пенская
Серия книг «Новый взгляд на Ваш бизнес» зарегистрирована Федеральной службой по надзору в сфере связи, информационных технологий и массовых коммуникаций за регистрационным номером ПИ № ФС77-49734 от 12 мая 2012 года.
Подписано в печать 10.10.2012 г.
Формат 70x90 '/16. Печать офсетная. Бумага офсетная № 1. Объем 14,0 печ. л. Тираж 500 экз. Заказ № 1255 Отпечатано в ОАО «Типография «Новости»: 105005, Москва, ул. Фридриха Энгельса, 46
Все права защищены. Никакая часть этой книги не может быть воспроизведена и какой бы то ни было форме и какими бы то ни было средствами без письменного разрешении владельца авторских прав.
ISBN 978-5-91657-598-9 С Jim Collins, 2009
С Перевод па русский язык, издание на русском языке. ООО «Манн, Иванов и Фербер», 2012 С Оформление. ЗАО «Бизнеском», 2012
Форзацы
Не важно, чего вы достигли, как далеко вперед ушли, какую мощь приобрели, —
ВЫ БЕЗЗАЩИТНЫ ПЕРЕД ВОЗМОЖНЫМ УПАДКОМ.
Великие компании могут и подниматься, равно как и великие люди. Пока вы окончательно НЕ ВЫШЛИ ИЗ ИГРЫ, всегда остается надежда.
Нет такого закона природы, в соответствии с которым самые сильные должны непременно остаться
Компания может выглядеть здоровой снаружи, в то время как внутри она уже ПОРАЖЕНА НЕДУГОМ и находится у опасной черты, за которой следует БЕЗУДЕРЖНОЕ ПАДЕНИЕ.
КОГДА ВЫ НА ВЕРШИНЕ — самая могущественная страна в мире, самая успешная компания в отрасли, лучший игрок в виде спорта — ваша сила и успех могут скрывать тот факт, что ВЫ УЖЕ НА ПУТИ ВНИЗ.
Как же узнать? Cовершенно НЕЗАМЕТНО, а затем— —вы оказываетесь в большой беде.
СМЫСЛ БОРЬБЫ - не в выживании, а В СОЗДАНИИ КОМПАНИИ, которая столь явно влияет на окружающий мир и делает это с такими ПРЕВОСХОДНЫМИ РЕЗУЛЬТАТАМИ, что, если она перестанет существовать, возникнет зияющая брешь — брешь, которую будет непросто заполнить кому-то другому.
Неудача — это не столько физическое явление, сколько СОСТОЯНИЕ УМА; успех — это КОГДА ПАДАЕШЬ И СНОВА ВСТАЕШЬ, и так без конца.
Самые ВЕЛИКИЕ из лидеров никогда НЕ ПУТАЛИ РОСТ И ВЕЛИЧИЕ. «Большой» не означает «великий», а «великий» — не обязательно большой.
ПУТЬ К СВЕТУ начинается е,тех раздражающе упорных людей, которые неспособны к капитуляции. Одно дело — потерпеть сокрушительное поражение, и совершенно другое — отказаться от ценностей и стремлений, которые придают смысл затяжной борьбе. Никогда не сдавайтесь и НЕ ПРЕДАВАЙТЕ СВОЮ ГЛАВНУЮ ЦЕЛЬ.
Отличительный ПРИЗНАК ИСТИННОГО ВЕЛИЧИЯ по сравнению с простым везением это не отсутствие трудностей, а СПОСОБНОСТЬ ОПРАВИТЬСЯ ОТ НЕУДАЧИ и стать сильнее прежнего.
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