Here is a look at each of the twelve myths and a sound byte describing each:

1. It takes a great idea to start a company Few visionary companies started with a great idea. Many companies started without any specific ideas (HP and Sony) and others were outright failures (3M). In fact a great idea may lead to road of not being able to adapt.

2. Visionary companies require great and charismatic visionary leaders A charismatic leader in not required and, in fact, can be detrimental to a company's long-term prospects.

3. The most successful companies exist first and foremost to maximize profits Not true. Profit counts, but is usually not at the top of the list.

4. Visionary companies share a common subset of "correct" core values They all have core values, but each is unique to a company and it's culture.

5. The only constant is change The core values can and often do last more then 100 years.

6. Blue-chip companies play it safe They take significant bet the company risks.

7. Visionary companies are great places to work, for everyone These companies are only great places to work if you fit the vision and culture.

8. Highly successful companies make some of their best moves by brilliant and complex strategic planning. They actually try a bunch of stuff and keep what works.

9. Companies should hire outside CEOs to stimulate fundamental change Most have had their change agents come from within the system.

10. The most successful companies focus primarily on beating the competition. They focus on beating themselves.

11. You can't have your cake and eat it too. Decisions don't have to either or, but can be boths.

12. Companies become visionary primarily through "vision statements". Vision is not a statement it is the way you do business.

I would recommend this book to anyone engaged in developing and running a business at any level. If you want to design, build and run a lasting enterprise this book has some ideas and insights worth exploring.


Unprecedented, Compelling, Well-Researched   July 28, 1997
 121 out of 136 found this review helpful

"Built to Last" is one of those rare non-fiction books you just can't put down. Unequivocally the best "business" book I have ever read, "Built to Last" by James C. Collins and Jerry I. Porras is a compelling, thorough, well-written, unprecedented look at what it takes to "create and achieve long-lasting greatness as a visionary corporation." Unlike many current "trendy" management and "business success" books out on the market, Collins and Porras differentiate "Built to Last" by using their own six-year comprehensive, well-documented research study as the basis for further analysis.

What separates "Built to Last" is that each visionary company (3M, HP, Procter & Gamble, Wal-Mart...) is contrasted with a comparison company founded in the same time, in the same industry, with similar founding products and markets (Norton, TI, Colgate, Ames...). Perhaps what I found most intriguing were some of the twelve "shattered myths" they go on to counter throughout the book:

1. It takes a great idea to start a great company
2. Visionary companies require great and charismatic visionary leaders
3. Visionary companies share a common subset of "correct" core values
4. Highly successful companies make their best moves by brilliant and complex strategic planning
5. The most successful companies focus primarily on beating the competition

As a current business student with a summer internship in a "visionary company," I was amazed as their careful analysis rang true. This is one book I can highly recommend to any student, professional, or business educator looking for those not-so-subtle traits that characterize a truly visionary company.

Read this along with Good To Great   March 13, 2004
 29 out of 29 found this review helpful

This book will show you how to take your business from just average to great but even more importantly, make it last. Built to Last is a must read for all business people. Read this right along with Good To Great and Double Digit Growth.

Take your company to unequaled growth and leave a legacy.


Some good stuff, but mostly hack work   December 31, 1999
 25 out of 39 found this review helpful

I found the one chapter in the book on Cults and Culture to be compelling, but overall this was an unbelievably boring and repetitive work, with little or no substantive research on the control groups used to compare visionary and non-visionary companies. I think I got their point of clock building, not time telling the first time they used the metaphor. I found myself getting extremely frustrated with the repetitive reference to simple observations through out their study: Preserve the core, stimulate progress, blah, blah, blah...

A MUCH better book on which type of companies will succeed in the new age of the service based economy is The Profit Zone. It takes many of the same companies mentioned in Built to Last and does much better job of describing why some succeed and some fail. The chapter on GE is especially illuminating. The Profit Zone is a methodology based book; Built to Last is more of an excercise in aphorisms with the exception of one remarkable chapter on organizational cultures (chapter six, Cult-Like Cultures). I guess having one original observation is a BHAG for just about any business book.


A Great Book with a Flaw   January 31, 2005
 20 out of 21 found this review helpful

This book reminds me of the hero in the classic Greek tragedy. The hero is always magnificent, but has a tragic flaw. This is a magnificent book with a tragic flaw.

Porras and Collins set out to write a book about visionary companies, and they did just that. They chose the companies they would study based on specific, detailed criteria.

They wanted to study companies that had been premier institutions in their industries and widely admired while they made an imprint on the world around them. They wanted their companies to have multiple generations of chief executives and to have gone through multiple product or service lifecycles. And they wanted the companies to have been around for a long time - founded before 1950.

They compared each of their visionary companies with another company that was not a premier visionary company. Many of the comparison companies were solid performers. They were good companies, but not great companies. That's one of the great things about the book. You can see the distinction between good performance and great performance.

Another thing that makes the book great is the extensive research. The project took six years, and the authors and their research team dug into critical issues and came up with fascinating insights and comparisons.

Read this book and you will learn about the characteristics of great companies that have an impact on the world around them. The discussions will enrich your understanding of what makes a great company. This will be especially valuable to you if you're in the process of building a company that you want to be great.

That's the great part, the hero part. What about the flaws?

The first flaw is that essentially performance for each of these companies is equated with market performance. There are lots of things the authors could have used, such as return on assets, for example. But share price is easy to track over time and is used as a surrogate for greatness. I'm not sure that that's the best criterion.

What you are actually reading about is a selection of excellent, visionary companies that were perceived as good investments by the market. This "perception" issue is not addressed in the book.

The second flaw is more important. While this book tells you marvelous things about companies that are admittedly great and about some of the things that make for greatness in companies, and while it mixes statistical data with telling anecdotes, it falls short in one critical area. The book doesn't tell you anything about how to achieve greatness.

In other words, it describes what greatness might be and it gives you some examples of companies who have achieved it, but the book ultimately left me with the nagging desire that the authors would have given me some "how to." As far as you can tell from reading the book, these companies were always great.

That may not be a problem for you if you're just starting a company. You've got a clean slate to start from. But if you're guiding an already-established company, or a part of it, I think you'll wish for a few examples of companies that became great after performing at some lesser level.

That's the bottom line in my recommendation. If you're looking for a book that describes greatness and where you'll pick up a wealth of ideas and good historical knowledge about great companies, buy this book. If, on the other hand, what you want is a book that describes in some detail how to achieve that greatness, this may not be the book for you.