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The bestselling, award-winning classic on how maverick companies have passed up the growth treadmill to focus on gretness, now in a revised and updated tenth-anniversary edition.
It has long been a business article of faith that great companies, by definition, constantly focus on maximizing their revenues year after year. Yet quietly, under the radar, a growing number of undeniably great compabnies have rejected the pressure of endless growth to focus on more satisfying business goals.
Veteran journalist Bo Burlingham takes us deep inside fourteen of these remarkable comapnies that have chosen to march to their own drummer. He shows the leaders of these small giants recognized the full range of choices they had about the type of company they could create and made the choice to pursue greateness by placing other goals ahead of getting as big as possible as fast as possible. And he shows how we can all benefit by questioning the conventional definitions of business success.
- Sales Rank: #80214 in Books
- Brand: Burlingham, Bo
- Published on: 2007-03-27
- Released on: 2007-03-27
- Original language: English
- Number of items: 1
- Dimensions: 8.40" h x .70" w x 5.40" l, .55 pounds
- Binding: Paperback
- 224 pages
From Publishers Weekly
What do the Anchor Stream microbrewery and underground rock star Ani DiFranco have in common? The two are among Burlingham's examples of privately held businesses that have become "giants" in their field without becoming huge corporations. (And if you don't think being a rock star is a business, consider that DiFranco's dealings with local vendors in her Buffalo neighborhood have led to the creation of more than 100 new jobs.) For the 14 small companies profiled here, success comes by getting richer, not by getting bigger. Burlingham's central conceit, that these are companies that excel in generating "mojo," may seem abstract at first, but he carefully demystifies the term by focusing on issues like community relations and customer service. The owners he interviews speak from hard-won experience about resisting the pressure to simply keep expanding or sell the company to the highest bidder and staying true to their original visions for excellence. Burlingham, an editor-at-large at Inc., closes his account with a tribute to the magazine's late founder, Bernard A. Goldhirsh, whose celebration of entrepreneurship and loose managerial style clearly provided a lasting influence. (Jan.)
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
Review
"Burlingham crafts a beautiful collage and analysis of companies that focus on being the best instead of growing like cancer into huge corporations...Bigger is not better, and this book proves it." —Tim Ferriss, in The 4-Hour Workweek
"In short, Small Giants is a Large Masterpiece. Bo's reporting is stupendous, and his writing and storytelling skills make the book equal parts fun and profound." —Tom Peters, author of In Search of Excellence
"Small Giants is one of the most relevant and articulate argumetns for staying bold and creative, intimate and manageable as I have ever read." —Anita Roddick, founder of The Body Shop
"Small is the new big. If that feels like an offbeat idea to you, you need this book!" —Seth Godin, author of Purple Cow
About the Author
Bo Burlingham is editor at large at Inc. magazine. He has also written for Esquire, Harper’s, Mother Jones, and The Boston Globe, among other publications, and is the coauthor, with Jack Stack, of The Great Game of Business and A Stake in the Outcome.
Most helpful customer reviews
2 of 2 people found the following review helpful.
'Good to great' for small companies
By Gojko
If you're not working for a company that needs to worry about scaling out to hundreds of people, and you have no wish to ever do so, then Small Giants: Companies That Choose to be Great Instead of Big by Bo Burlingham is for you. Full of inspiring case studies ranging from two-person shops to small restaurant chains employing hundreds of people, this book analyses what makes small companies tick and how they became great without exploding and ruining the culture. 'Our biggest competition is mediocrity' is my favourite quote from this book, and it perfectly reflects the attitude that most of the case studies promote.
Burlingham identifies several patterns in the case studies, and lays out three imperatives for companies that want to make an impact and stay small:
- Articulate, demonstrate and embed a higher purpose into the company, completely integrating that purpose so that it becomes an everyday presence and not just a vision statement on a piece of paper.
- Create a culture of intimacy that continuously reminds people unexpectedly about how much the company cares about them
- Foster collegiality.
If this sounds as a kind of the place you would like to work at, grab the book and transform your organisation. Essentially, this book is Good to Great, but for organisations that do not want to go public. It's not a particularly new book, but I discovered it recently, and I think it will be valuable for anyone working in startups or thinking of starting one. The book is written in a very clear and engaging style, with lots of great stories, and gets five out of five stars from me.
1 of 1 people found the following review helpful.
Small Giant - Surface Level Stories
By Kurtis Mishler
Purchased this book based on a recommendation from a podcast. I am the owner of two small businesses and found very little value in this book, it is one of the few books I stopped reading after only reading 50%. If you are looking for how to create a Small Giant business, I could not recommend this book. If you are a Small Giant business and looking for inspirational stories it might be worth the read.
2 of 2 people found the following review helpful.
Good advice for small business owners
By T. Pryor
I am a Family Business Advisor. This book offers insights and practical advice that my clients can use. For example:
1. Legal protection is a poor substitute for innovation. I and the book's author are not big fans of patents.
2. If you have no profits, you've got a hole in your business somewhere. If you can't find it, ask for help.
3. University National Bank & Trust, one of the small giants featured in the book, defined their culture BEFORE they defined their strategy. Their leaders were aware of what Peter Drucker often mentioned, "Culture eats strategy for lunch."
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