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Small Giants: Companies That Choose to Be Great Instead of Big
How maverick companies have passed up the growth treadmill — and focused on greatness instead.It’s an axiom of business that great companies grow their revenues and profits year after year. Yet quietly, under the radar, a small number of companies have rejected the pressure of endless growth to focus on more satisfying business goals. Goals like being great at what they do, creating a great place to work, providing great customer service, making great contributions to their communities, and finding great ways to lead their lives.In Small Giants, veteran journalist Bo Burlingham takes us deep inside fourteen remarkable companies that have chosen to march to their own drummer. They include Anchor Brewing, the original microbrewer; CitiStorage Inc., the premier independent records-storage business; Clif Bar & Co., maker of organic energy bars and other nutrition foods; Righteous Babe Records, the record company founded by singer-songwriter Ani DiFranco; Union Square Hospitality Group, the company of restaurateur Danny Meyer; and Zingerman’s Community of Businesses, including the world-famous Zingerman’s Deli of Ann Arbor.Burlingham shows how the leaders of these small giants recognized the full range of choices they had about the type of company they could create. And he shows how we can all benefit by questioning the usual definitions of business success. In his new afterward, Burlingham reflects on the similarities and learning lessons from the small giants he covers in the book.
264 pages, Kindle Edition
First published January 1, 2005
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Displaying 1 - 30 of 323 reviews
March 15, 2010
This is a profile of 14 companies that chose to focus on being great at what they do rather than on growing their company in size despite many opportunities to do so.
The author finds several links between them:
1) The owners realized they had a choice of what kind of company they would be and didn't just settle on following normal understanding of what kind of growth a company should aim for
2) They overcame pressure to give up control of their company to investors for the sake of growth
3) They were intimately tied to the community they were involved in
4) They had strong, real connections with their customers and suppliers
5) They had uniquely compassionate workplaces
6) They created unique company structures that likely wouldn't work for other companies
7) Their leaders loved what they did
Burlington did a great job of reminding us that to succeed you should just be real and don't worry about artificial growth. If you care about what you do and about the people you serve you will succeed, insha'Allah.
Although it was a near 5-star in the uniqueness of the books focus, there was something that seemed missing from the book. Perhaps it was a lack of passion that the author himself seemed to have (except when talking about his experience at Inc. Magazine), which seemed to bring down the passion of the profiled owners down a notch. It seemed to be a book that should have been manifesto to keep your company small but instead was just a profile in how you can succeed and still be small.
Regardless this should be a required reading for any company owner who is thinking about how to grow his company and was worth the read.
The author finds several links between them:
1) The owners realized they had a choice of what kind of company they would be and didn't just settle on following normal understanding of what kind of growth a company should aim for
2) They overcame pressure to give up control of their company to investors for the sake of growth
3) They were intimately tied to the community they were involved in
4) They had strong, real connections with their customers and suppliers
5) They had uniquely compassionate workplaces
6) They created unique company structures that likely wouldn't work for other companies
7) Their leaders loved what they did
Burlington did a great job of reminding us that to succeed you should just be real and don't worry about artificial growth. If you care about what you do and about the people you serve you will succeed, insha'Allah.
Although it was a near 5-star in the uniqueness of the books focus, there was something that seemed missing from the book. Perhaps it was a lack of passion that the author himself seemed to have (except when talking about his experience at Inc. Magazine), which seemed to bring down the passion of the profiled owners down a notch. It seemed to be a book that should have been manifesto to keep your company small but instead was just a profile in how you can succeed and still be small.
Regardless this should be a required reading for any company owner who is thinking about how to grow his company and was worth the read.
December 2, 2018
Too much story, too little message.
February 9, 2016
Once in awhile you read a book and feel an immediate connection to it / the stories within. I read this several years ago, at a time when we were struggling to find business advice that felt like it fit the way we wanted to run a business. And lo and behold, it turns out that there are companies out there running profitable, successful businesses differently than most conventional wisdom might counsel. This book, and the Small Giants movement gaining momentum around it (see http://smallgiants.org/) have been and continue to be an inspiration and source of practical advice that have been invaluable in growing our business.
January 7, 2012
What I liked best about the book was how well the author captured the spirit of the small business owners. He narrates their stories with compassion, keen insight and honesty. While I don't know that I experienced any great revelations as I shared in their journeys, I did find myself really wanting to experience directly some of their adventures. I don't think I can extend a greater compliment than saying, “After reading the book, I want to go out there and play a role in shaping a small giant.”
May 20, 2023
It's a nifty study of businesses that chose to stay small (in their way) instead of succumbing to the temptation of scaling large. It's also not that interesting.
The book is like a long trip to an exotic city, only that you never get there and instead spend the entire journey strolling through pleasant, but ordinary suburbia.
What does it mean to be a small giant? I'm still not sure.
Is there a difference between simply being a successful small business and a small giant? I don't know.
The book makes arguments, but they get lost in the story telling. Still, there are some nice stories in there of successful businesses defying the usual way of doing it.
The book is like a long trip to an exotic city, only that you never get there and instead spend the entire journey strolling through pleasant, but ordinary suburbia.
What does it mean to be a small giant? I'm still not sure.
Is there a difference between simply being a successful small business and a small giant? I don't know.
The book makes arguments, but they get lost in the story telling. Still, there are some nice stories in there of successful businesses defying the usual way of doing it.
March 7, 2016
I love the concept. When I think of the company I will start some day, that's what I imagine. The material, from 2005, feels oddly dated. Perhaps that's because I work in tech and am constantly reading about business models in technology and software. The book reads a bit like "the age before the Internet".
September 21, 2015
One of the best business books with case studies on how you can build a long term purposeful business and not just wanting to exit.
March 21, 2011
I bought this because it was on a clearance shelf and I actually started reading it simply because it was within reach when I was looking for a book to help me fall asleep...needless to say, I dove in without any expectations. But this was actually a decent, quick read. It describes a handful of businesses that opted to stay small rather than following the traditional path of expansion, and have consequently found success. I like the personalization that it offers in the detailing of the companies. It feels less like a dry business template, and more like an open narrative. You’re not going to get step by step details as to how to duplicate this sort of success, but you will find interesting insight into an array of small businesses that have figured out their own personal secret to success.
July 12, 2014
Loved this book, first 'business' book that I've really bonded with - a survey of innovative businesses across the U.S. that have chosen to conduct their bizzes with heart, 'mojo', care for their community, customers, and employees while being consistently profitable as well as have longevity. The survey includes: clif bar, a machine shop, fashion designer, document storage, AnchorSsteam brewing, Danny Meyer's restaurants in NYC, & Zingerman's Deli in Michigan. So glad that I found this gem on my boyfriend's bookshelf & I highly recommend!
April 4, 2015
Странная книга, где автор пытается проанализировать успех небольших (по американским меркам :)) бизнес-компаний. Основные особенности эти компаний (кроме небольшого размера): они являются отраслевыми/региональными лидерами рынка; а также в своё время они сознательно отказались от роста/расширения деятельности.
Автор выделяет 7 характерных особенностей таких Small Giants. Всё это довольно любопытно, хотя и во многом притянуто за уши :)) Почему? Читайте подробную рецензию у меня в блоге: http://s-kalinin.blogspot.ru/2015/03/...
Автор выделяет 7 характерных особенностей таких Small Giants. Всё это довольно любопытно, хотя и во многом притянуто за уши :)) Почему? Читайте подробную рецензию у меня в блоге: http://s-kalinin.blogspot.ru/2015/03/...
July 21, 2015
I don't typically read business books, so I was surprised by how much I enjoyed this one. The idea that a company can exist for a purpose other than just making the most money possible is very appealing to me. I found the companies in this book inspiring and it made me think a lot about how I approach my job and the company I work for. It was at times a little too lengthy/detailed, but overall a great read.
October 8, 2021
This book gave me a solid list of things to do and also things to avoid doing.
The stories are great. Wildly different. No one formula or recipe. Yet plenty of experience and lessons learned you can apply to your own company. The chapter on. “When Small Giants Fail” was especially useful.
The stories are great. Wildly different. No one formula or recipe. Yet plenty of experience and lessons learned you can apply to your own company. The chapter on. “When Small Giants Fail” was especially useful.
March 23, 2019
The book is a look behind the scenes of several very different companies which declined to grow beyond a certain size and focused on founders and employees instead.
In the end, it’s all about the people: companies are very much a reflection of their management and workers. Each company’s story is different, but they all managed to make the people and the humanity shine through. You can hide behind a corporate persona, or you can make a human connection.
In the end, it’s all about the people: companies are very much a reflection of their management and workers. Each company’s story is different, but they all managed to make the people and the humanity shine through. You can hide behind a corporate persona, or you can make a human connection.
December 13, 2019
(The English review is placed beneath Russian one)
Перечитывая книгу, я задавался вопросом: почему в первый раз я поставил книге 4 балла? Ибо читая книгу во второй раз, даже не дойдя до середины, я понял, что книга определённо 4 балла не заслуживает. Я вспомнил, что единственной причиной являлось то, что на тот момент (да и до сих пор, если быть честным) книг по среднему бизнесу было не так уж и много. Вот именно из-за того, что никто не потрудился написать более-менее нормальную книгу на эту тему, я и накинул пару балов. Могу предположить, что тогда, я ещё не успел устать от всей этой тонны одинаковой литературы по бизнесу с её многочисленными примерами, историями различных бизнесов, которые может кому-то и покажутся интересными, но чей опыт определённо невозможно использовать в своей практике. Да и истории - так себе. Хотя, возможно, скорее следует сказать – на любителя.
Вообще, автор ничего нового не предлагает. Т.е. тут нет какой-то стратегии, которой следует или которую используют в среднем бизнесе. Кроме двух: персонал и местное сообщество. Автор на протяжении многих страниц будет рассказывать, по сути одно и то же: средний бизнес должен заботиться о своих сотрудниках и помогать местным сообществам, округу в котором этот бизнес находится. Помогать, как я понял, финансово. В принципе, идея здравая, т.к. помощь местным организациям вполне, при прочих равных, может быть использовано как УТП, как способ отпозиционироваться от холодных и безучастных корпоративных гигантов. То же самое справедливо и по отношению к персоналу, который, вспоминая одноимённую книгу, необходимо обнять («Обнимите своих сотрудников»). Возможно, это мне только не понравились истории и так же возможно, что многие другие читатели найдут эти истории лучшей альтернативой, чем сухая теория по бизнесу, объясняющая, почему средний бизнес должен использовать стратегию поддержки местных сообществ. Тем не менее, как правильно отметил один читатель этой книги: «слишком много историй». Действительно, книга полностью состоит из одних лишь историй. Тут нет никаких цифр, никаких графиков и никакой теории. Тут только истории. Которые, лично меня, утомили очень и очень быстро. Всё же какая-то излишняя приторность чувствуется в этом во всём. Как будто кто-то пересказывает тебе рекламный проспект, брошюру. Т.е. чувствуется некая фальшивость. Я не знаю, как на самом деле обстоит ситуация с сотрудниками фирмы, но когда я слышу, как им всем хорошо, как они чуть ли не с радостью идут на работу (понимаю, что утрирую, но чёрт возьми, это так ясно читается между строк!), что в какой-то момент просто перестаёшь верить. Ну, ok. Значит нужно заботиться о сотрудниках и финансировать местные организации, так? А как быть с фактами? Действительно ли финансирование местных сообществ приносит прибыль? Это факт или это предположение (мнение)? В книге нет убедительного ответа - ответа подтверждённого фактами. Ну, даже допустим, ибо, в конце концов, не все книги располагают ими. Но всё равно как-то очень узко автор мыслит (или предлагает читателю). Можно же было рассмотреть все факторы, ибо средний бизнес покоится не только на своих сотрудниках и помощи местным сообществам, но ещё на товаре/услуге, бизнес-модели, логистике, маркетинге, способе продвижения и так далее. Вот всего этого автор и не описал. Я уж молчу про какую-либо теорию. В общем, обнять сотрудников – тема не новая и описана во многих книгах и журнальных статьях из профильных изданий. Помогать сообществу? Ну, да, эта тема действительно редкая и я её редко где встречал. Тем не менее, скучно. Вот просто было скучно.
Rereading this book, I was wondering why I gave the book 4 points for the first time. Because when I read the book for the second time, even before I got to the middle of the book, I realized that the book definitely did not deserve 4 points. I remembered that the only reason at the time was that there weren't that many books about mid-sized businesses. Exactly because nobody bothered to write a more or less decent book on this subject was the reason why I gave 4 of scores. I can assume that at that time I wasn't tired of all this ton of the identical business literature with its numerous examples, stories of various businesses, which may seem interesting to someone, but whose experience is definitely impossible to use for practice. And stories aren't so good either.
In general, the author does not offer anything new. That is, there is no strategy that is used by medium-sized businesses. Except for two aspects: personnel and local communities. The author will be telling the same story over many pages: the medium-sized businesses have to take care of its employees and help the local communities where the business is located. Financial help, as I understand it. Basically, the idea is a sound one, as assistance to local organizations, all other things being equal, can be used as a USP (Unique selling proposition). The same is true for the staff which needs to be hugged (remembering the book of the same name "Hug Your People: The Proven Way to Hire, Inspire, and Recognize Your Employees and Achieve Remarkable Results" by Jack Mitchell). Perhaps I just didn't like the stories and it's also possible that many other readers will find these stories a better alternative than a dry business theory explaining why the medium-sized businesses should use a community support strategy. However, as one reader of this book rightly pointed out, "too many stories". Indeed, the book is made up entirely of stories. There are no numbers, no graphs and no theory. There are only stories. This tired me very, very quickly. Still, there's some excessive sugary in all of this. As if someone is retelling you a brochure. I.e. it feels like some kind of fake. I don't know what is really going on with the company's employees, but when I read about how well they feel about their work, how they are almost happy to go to work (I understand that I exaggerate, but damn it, it is so clearly readable between the lines!), that at some point you just stop believing. Well, ok. So you have to take care of your employees and fund local organizations, right? But what about the facts? Does community funding really make a profit? Is this a fact or an assumption (opinion)? The book does not provide a convincing answer - a factual answer. Well, let's even say, because, after all, not all books have them. But anyway, the author thinks very narrowly. We could consider all the factors because mid-sized businesses rely not only on their employees and local communities but also on goods/services, business models, logistics, marketing, promotion and so on. The author did not describe all this. Not to mention about some theory. In general, "hugging employees" is not a new topic and is described in many books and journal articles from specialized publications. Do we (businesses) have to help the community? Well, yes, this topic is really rare and I rarely saw it anywhere. Nevertheless, it is boring. It was just boring.
Перечитывая книгу, я задавался вопросом: почему в первый раз я поставил книге 4 балла? Ибо читая книгу во второй раз, даже не дойдя до середины, я понял, что книга определённо 4 балла не заслуживает. Я вспомнил, что единственной причиной являлось то, что на тот момент (да и до сих пор, если быть честным) книг по среднему бизнесу было не так уж и много. Вот именно из-за того, что никто не потрудился написать более-менее нормальную книгу на эту тему, я и накинул пару балов. Могу предположить, что тогда, я ещё не успел устать от всей этой тонны одинаковой литературы по бизнесу с её многочисленными примерами, историями различных бизнесов, которые может кому-то и покажутся интересными, но чей опыт определённо невозможно использовать в своей практике. Да и истории - так себе. Хотя, возможно, скорее следует сказать – на любителя.
Вообще, автор ничего нового не предлагает. Т.е. тут нет какой-то стратегии, которой следует или которую используют в среднем бизнесе. Кроме двух: персонал и местное сообщество. Автор на протяжении многих страниц будет рассказывать, по сути одно и то же: средний бизнес должен заботиться о своих сотрудниках и помогать местным сообществам, округу в котором этот бизнес находится. Помогать, как я понял, финансово. В принципе, идея здравая, т.к. помощь местным организациям вполне, при прочих равных, может быть использовано как УТП, как способ отпозиционироваться от холодных и безучастных корпоративных гигантов. То же самое справедливо и по отношению к персоналу, который, вспоминая одноимённую книгу, необходимо обнять («Обнимите своих сотрудников»). Возможно, это мне только не понравились истории и так же возможно, что многие другие читатели найдут эти истории лучшей альтернативой, чем сухая теория по бизнесу, объясняющая, почему средний бизнес должен использовать стратегию поддержки местных сообществ. Тем не менее, как правильно отметил один читатель этой книги: «слишком много историй». Действительно, книга полностью состоит из одних лишь историй. Тут нет никаких цифр, никаких графиков и никакой теории. Тут только истории. Которые, лично меня, утомили очень и очень быстро. Всё же какая-то излишняя приторность чувствуется в этом во всём. Как будто кто-то пересказывает тебе рекламный проспект, брошюру. Т.е. чувствуется некая фальшивость. Я не знаю, как на самом деле обстоит ситуация с сотрудниками фирмы, но когда я слышу, как им всем хорошо, как они чуть ли не с радостью идут на работу (понимаю, что утрирую, но чёрт возьми, это так ясно читается между строк!), что в какой-то момент просто перестаёшь верить. Ну, ok. Значит нужно заботиться о сотрудниках и финансировать местные организации, так? А как быть с фактами? Действительно ли финансирование местных сообществ приносит прибыль? Это факт или это предположение (мнение)? В книге нет убедительного ответа - ответа подтверждённого фактами. Ну, даже допустим, ибо, в конце концов, не все книги располагают ими. Но всё равно как-то очень узко автор мыслит (или предлагает читателю). Можно же было рассмотреть все факторы, ибо средний бизнес покоится не только на своих сотрудниках и помощи местным сообществам, но ещё на товаре/услуге, бизнес-модели, логистике, маркетинге, способе продвижения и так далее. Вот всего этого автор и не описал. Я уж молчу про какую-либо теорию. В общем, обнять сотрудников – тема не новая и описана во многих книгах и журнальных статьях из профильных изданий. Помогать сообществу? Ну, да, эта тема действительно редкая и я её редко где встречал. Тем не менее, скучно. Вот просто было скучно.
Rereading this book, I was wondering why I gave the book 4 points for the first time. Because when I read the book for the second time, even before I got to the middle of the book, I realized that the book definitely did not deserve 4 points. I remembered that the only reason at the time was that there weren't that many books about mid-sized businesses. Exactly because nobody bothered to write a more or less decent book on this subject was the reason why I gave 4 of scores. I can assume that at that time I wasn't tired of all this ton of the identical business literature with its numerous examples, stories of various businesses, which may seem interesting to someone, but whose experience is definitely impossible to use for practice. And stories aren't so good either.
In general, the author does not offer anything new. That is, there is no strategy that is used by medium-sized businesses. Except for two aspects: personnel and local communities. The author will be telling the same story over many pages: the medium-sized businesses have to take care of its employees and help the local communities where the business is located. Financial help, as I understand it. Basically, the idea is a sound one, as assistance to local organizations, all other things being equal, can be used as a USP (Unique selling proposition). The same is true for the staff which needs to be hugged (remembering the book of the same name "Hug Your People: The Proven Way to Hire, Inspire, and Recognize Your Employees and Achieve Remarkable Results" by Jack Mitchell). Perhaps I just didn't like the stories and it's also possible that many other readers will find these stories a better alternative than a dry business theory explaining why the medium-sized businesses should use a community support strategy. However, as one reader of this book rightly pointed out, "too many stories". Indeed, the book is made up entirely of stories. There are no numbers, no graphs and no theory. There are only stories. This tired me very, very quickly. Still, there's some excessive sugary in all of this. As if someone is retelling you a brochure. I.e. it feels like some kind of fake. I don't know what is really going on with the company's employees, but when I read about how well they feel about their work, how they are almost happy to go to work (I understand that I exaggerate, but damn it, it is so clearly readable between the lines!), that at some point you just stop believing. Well, ok. So you have to take care of your employees and fund local organizations, right? But what about the facts? Does community funding really make a profit? Is this a fact or an assumption (opinion)? The book does not provide a convincing answer - a factual answer. Well, let's even say, because, after all, not all books have them. But anyway, the author thinks very narrowly. We could consider all the factors because mid-sized businesses rely not only on their employees and local communities but also on goods/services, business models, logistics, marketing, promotion and so on. The author did not describe all this. Not to mention about some theory. In general, "hugging employees" is not a new topic and is described in many books and journal articles from specialized publications. Do we (businesses) have to help the community? Well, yes, this topic is really rare and I rarely saw it anywhere. Nevertheless, it is boring. It was just boring.
September 8, 2018
I have worked on a fair number of business cases the past few weeks. A no. of companies I worked on set their main objective to be the no. 1 player in their industry. I also came across companies driven by purpose, like Ant Financial which envisions to bring equal opportunities to everyone in the world, not just the rich.
I have been wondering for sometime "Why must companies grow to become the market leader? Why must management seek to grow revenues by X% year on year?". Shareholders expect returns from their investments and the management is obliged to fulfill shareholder's expectations.
List 5 companies that come to your mind first. I'm pretty sure most/all of them are public companies. Bo Burlingham's book opened up my view to successful private companies. The author chooses to highlight small companies which refuse to grow bigger. Their customers love their products and services but these Small Giants remain small because of these reasons:
- Control over the Company & Operations
- Intimate ties with the employees
- Intimate ties with the customers / community
Virgin is an example (not mentioned in the book) that you will relate to. Yes, Virgin is a small Giant! Virgin has 48 planes in its fleet, compared to British Airways' 272. Virgin Atlantic and Virgin Group is known for its stellar customer service and its hugely possible due to its size.
The book felt a little long-winded. I felt the points were well communicated at the 70% mark. But nonetheless Bo Burlingham's insights were an interesting alternative to the traditional public businesses that cloud our minds.
I have been wondering for sometime "Why must companies grow to become the market leader? Why must management seek to grow revenues by X% year on year?". Shareholders expect returns from their investments and the management is obliged to fulfill shareholder's expectations.
List 5 companies that come to your mind first. I'm pretty sure most/all of them are public companies. Bo Burlingham's book opened up my view to successful private companies. The author chooses to highlight small companies which refuse to grow bigger. Their customers love their products and services but these Small Giants remain small because of these reasons:
- Control over the Company & Operations
- Intimate ties with the employees
- Intimate ties with the customers / community
Virgin is an example (not mentioned in the book) that you will relate to. Yes, Virgin is a small Giant! Virgin has 48 planes in its fleet, compared to British Airways' 272. Virgin Atlantic and Virgin Group is known for its stellar customer service and its hugely possible due to its size.
The book felt a little long-winded. I felt the points were well communicated at the 70% mark. But nonetheless Bo Burlingham's insights were an interesting alternative to the traditional public businesses that cloud our minds.
July 2, 2020
Watch my full YouTube video review here: https://youtu.be/GGgXcJ2yIi0
Bo Burlingham
The July book reviews are books that discuss the nuts and bolts of building a business. I also share some of the mentors I have chosen as I grow my own small business. Some of the books are from other business founders. Also check out the final Monday of every month when I share books from female business founders.
Small Giants: Companies That Choose to Be Great Instead of Big by Bo Burlingham is my favorite business book from 2019. I started Organize 365 in 2012, and I was looking for information for building a small business that was independent and would not be sold out to a bigger company. Small Giants perfectly addressed the kind of business I was focusing on growing and helped me to set my own principles about how I would run Organize 365. I share some of those in the video. I had models for this style of a Small Giant business in my own life and I share how these have shaped my vision for Organize 365.
Bo Burlingham
The July book reviews are books that discuss the nuts and bolts of building a business. I also share some of the mentors I have chosen as I grow my own small business. Some of the books are from other business founders. Also check out the final Monday of every month when I share books from female business founders.
Small Giants: Companies That Choose to Be Great Instead of Big by Bo Burlingham is my favorite business book from 2019. I started Organize 365 in 2012, and I was looking for information for building a small business that was independent and would not be sold out to a bigger company. Small Giants perfectly addressed the kind of business I was focusing on growing and helped me to set my own principles about how I would run Organize 365. I share some of those in the video. I had models for this style of a Small Giant business in my own life and I share how these have shaped my vision for Organize 365.
July 9, 2018
This is such a great book, debunking the myth of forever trying to create giant companies ("growth at all costs") and showing how staying small - but great - can be a very worthwhile decision. But you have to make that decision in spite of the "bigness" hype.
One of my favourite parts - I think it's at the beginning - is when the author compares entrepreneurs to artists. You start with nothing - only a business plan or an empty canvas or a blank Word page - and create something out of that nothing.
One of my favourite parts - I think it's at the beginning - is when the author compares entrepreneurs to artists. You start with nothing - only a business plan or an empty canvas or a blank Word page - and create something out of that nothing.
January 10, 2015
What to say about this book with catchy title? It is true, it's well written. But, that is about it. I always ask myself when I finish a book: What have I learned and what of it can I apply to my business or private life?
In this case unfortunately answer is not a lot if anything.
I would not read this book if I knew the content. Consequently only 2 stars.
In this case unfortunately answer is not a lot if anything.
I would not read this book if I knew the content. Consequently only 2 stars.
August 17, 2016
Enjoyed the stories about these companies. Missed this when it came out, but I'm now curious how those companies are doing many years later. Anyway, it's a great reminder that company founders need to decide what kind of company they want, and do that unapologetically.
December 5, 2017
I’ve never read a book quite like Small Giants. Most books, like John Maxwell books, are written with the chapters using the following format:
-Principal
-Anecdote
-Three keys to the principal
-Quote from famous person
-Summary of Principal
Small Giants takes a completely different format. It’s 100% story. All anecdotes and case studies in an engaging narrative format. That said, it’s difficult to extract clear principles from each chapter when you don’t have a framework for which each chapter is written.
If you’re the type of person who finds inspiration from pioneers and other successful entrepreneurs, and you can curl up next to a fire and read nonfiction, then this book is definitely for you.
KEY THOUGHTS
Each leader of the companies in this book was hyper-aware of what kind of company they wanted to create and why they were creating it. When growth comes, the temptation is to focus on sustaining and feeding this growth.
True winners stop for a moment to evaluate what growth will do to the company and its values. The companies that burnt out or went bankrupt got so distracted by growth and success that it leads to being stretched too thin or compromising core values.
Find your true North and do not deviate from it. Invest in people and legacy and building a quality product, and pursue greatness instead of bigness.
The key takeaway for me out of this book was the fact that business should be fun. If it becomes overly stressful, stop and evaluate when it stopped being a joy. Life is far too short to be overworked and hate what you do. Build a company you love, build up others, and give more than you get. That is why we started this in the first place.
CHAPTER PRINCIPALS (CHEAT SHEET)
As I mentioned, you really have to read the chapter in order to find the principal. The brain is better at taking a principal and breaking it down instead of trying to figure it out themselves.
Below is a metaphorical “puzzle box” to reference while you’re piecing together the puzzle of each chapter:
Free to Choose. You are in control of how big or small or fast or slow your company grows. Getting big is not the goal necessarily. Building a company you are proud of is. If you want to have freedom and choice, you have to fight for it. You can say “no” in order to keep your options open and choose how far and how fast to grow.
Who’s in Charge Here? You’re not a victim to failure or success. You are in charge. In this chapter, you’ll see business owners confronted with decisions to grow, get bigger, go go go. You’ll see their soul searching they did to find what was most important.
The Mona Lisa Principle. The Mona Lisa would not be as famous if it wasn’t in the Louvre, France, if it wasn’t lit and guarded the way it was. Location means a lot. This chapter focuses on social good and how you can invest and grow your community and empower your people to follow suit. You’ll also see practical ways you can do so.
Ties That Bind. “Enlightened hospitality” is a key concept in this chapter. It’s the emotional skill involving the ability to make customers feel that you’re on their side. The 5 values of hospitality are, in order of importance: caring for each other (team); caring for guests (customers); caring for the community; caring for suppliers, and caring for investors and profitability.
A Culture of Intimacy. Create a culture where people feel like an owner and are treated like one. This is where company's core values are woven into the fabric of each employee and stakeholder. Mission statements flow out of this higher purpose, higher purpose does not flow out of mission statements.
There are great stories of how a company can do more than provide financially for people, but really become anchors in people’s lives. This is really where legacy comes into play.
Galt’s Gulch. Building off the last chapter, you’ll see leaders and founders figure out how to shape the world inside their company’s walls, and how that can go on to affect how that company shapes or reorders the world at large in some way. Think micro impacting the macro.
How Small Giants Fail. Pretty straightforward here, but there are a lot of great financial tips and ways to consider profitability and growth. The three key components in here is how to focus on steady margins; healthy balance sheets; and having a sound business model.
Pass It On. The most important thing in this life arguably is legacy. How does one build legacy and share what you have with others. Think of your 40 year goals and work backward from there
The Art of Business. There’s no right or wrong way to do business. Focus on your strengths and be true to yourself. Hire for your weaknesses. Most importantly, enjoy the heck out of what you do.
-Principal
-Anecdote
-Three keys to the principal
-Quote from famous person
-Summary of Principal
Small Giants takes a completely different format. It’s 100% story. All anecdotes and case studies in an engaging narrative format. That said, it’s difficult to extract clear principles from each chapter when you don’t have a framework for which each chapter is written.
If you’re the type of person who finds inspiration from pioneers and other successful entrepreneurs, and you can curl up next to a fire and read nonfiction, then this book is definitely for you.
KEY THOUGHTS
Each leader of the companies in this book was hyper-aware of what kind of company they wanted to create and why they were creating it. When growth comes, the temptation is to focus on sustaining and feeding this growth.
True winners stop for a moment to evaluate what growth will do to the company and its values. The companies that burnt out or went bankrupt got so distracted by growth and success that it leads to being stretched too thin or compromising core values.
Find your true North and do not deviate from it. Invest in people and legacy and building a quality product, and pursue greatness instead of bigness.
The key takeaway for me out of this book was the fact that business should be fun. If it becomes overly stressful, stop and evaluate when it stopped being a joy. Life is far too short to be overworked and hate what you do. Build a company you love, build up others, and give more than you get. That is why we started this in the first place.
CHAPTER PRINCIPALS (CHEAT SHEET)
As I mentioned, you really have to read the chapter in order to find the principal. The brain is better at taking a principal and breaking it down instead of trying to figure it out themselves.
Below is a metaphorical “puzzle box” to reference while you’re piecing together the puzzle of each chapter:
Free to Choose. You are in control of how big or small or fast or slow your company grows. Getting big is not the goal necessarily. Building a company you are proud of is. If you want to have freedom and choice, you have to fight for it. You can say “no” in order to keep your options open and choose how far and how fast to grow.
Who’s in Charge Here? You’re not a victim to failure or success. You are in charge. In this chapter, you’ll see business owners confronted with decisions to grow, get bigger, go go go. You’ll see their soul searching they did to find what was most important.
The Mona Lisa Principle. The Mona Lisa would not be as famous if it wasn’t in the Louvre, France, if it wasn’t lit and guarded the way it was. Location means a lot. This chapter focuses on social good and how you can invest and grow your community and empower your people to follow suit. You’ll also see practical ways you can do so.
Ties That Bind. “Enlightened hospitality” is a key concept in this chapter. It’s the emotional skill involving the ability to make customers feel that you’re on their side. The 5 values of hospitality are, in order of importance: caring for each other (team); caring for guests (customers); caring for the community; caring for suppliers, and caring for investors and profitability.
A Culture of Intimacy. Create a culture where people feel like an owner and are treated like one. This is where company's core values are woven into the fabric of each employee and stakeholder. Mission statements flow out of this higher purpose, higher purpose does not flow out of mission statements.
There are great stories of how a company can do more than provide financially for people, but really become anchors in people’s lives. This is really where legacy comes into play.
Galt’s Gulch. Building off the last chapter, you’ll see leaders and founders figure out how to shape the world inside their company’s walls, and how that can go on to affect how that company shapes or reorders the world at large in some way. Think micro impacting the macro.
How Small Giants Fail. Pretty straightforward here, but there are a lot of great financial tips and ways to consider profitability and growth. The three key components in here is how to focus on steady margins; healthy balance sheets; and having a sound business model.
Pass It On. The most important thing in this life arguably is legacy. How does one build legacy and share what you have with others. Think of your 40 year goals and work backward from there
The Art of Business. There’s no right or wrong way to do business. Focus on your strengths and be true to yourself. Hire for your weaknesses. Most importantly, enjoy the heck out of what you do.
December 31, 2024
This was pretty informational, but still lacked some key element (that i don't know what that should be) to really tie these 14 companies he discussed throughout the book.
I really did like the stories about businesses that purposely chose to be smaller and maintain quality as opposed to growing for growth's sake. Nice to know that does actually exist. So, just on that premise, it was worth the time to read.
That all being said, there was a weird quality to the companies he chose. They were diverse, but they all had a "retail" flavor to them (well, maybe not all of them). To me, retail companies (store fronts or wholesalers) rely too much on the fickle nature of the economy and also the fickle nature of trends and the public in general. Even the company that made hinges for laptops was positioned within the backdrop of the boom in personal computers. It was one of the better stories though, because they had to pivot to another line of product.
It sort of had a feel of Jim Collins's book Good to Great. There are companies that are highlighted and touted as so great, then a decade later, pfft, nothing special, or massive decline. I haven't done the due diligence on these 14 companies, but 10+ years from print, I'd hazard to guess that much drop-off has occurred.
One aspect that was really startling was the fact that only TWO of the companies founders had done any exit planning. That was odd to me, and leads me to believe these owners know how to market their company, but lack much of the foresight to work on the entire company. In other words, they work IN the company, but not enough ON the company.
I really did like the stories about businesses that purposely chose to be smaller and maintain quality as opposed to growing for growth's sake. Nice to know that does actually exist. So, just on that premise, it was worth the time to read.
That all being said, there was a weird quality to the companies he chose. They were diverse, but they all had a "retail" flavor to them (well, maybe not all of them). To me, retail companies (store fronts or wholesalers) rely too much on the fickle nature of the economy and also the fickle nature of trends and the public in general. Even the company that made hinges for laptops was positioned within the backdrop of the boom in personal computers. It was one of the better stories though, because they had to pivot to another line of product.
It sort of had a feel of Jim Collins's book Good to Great. There are companies that are highlighted and touted as so great, then a decade later, pfft, nothing special, or massive decline. I haven't done the due diligence on these 14 companies, but 10+ years from print, I'd hazard to guess that much drop-off has occurred.
One aspect that was really startling was the fact that only TWO of the companies founders had done any exit planning. That was odd to me, and leads me to believe these owners know how to market their company, but lack much of the foresight to work on the entire company. In other words, they work IN the company, but not enough ON the company.
November 8, 2022
3.5 stars. Interesting ideas and the book offered me a different way of thinking about entrepreneurship. Chapters 1-6 feel a bit drawn out and probably could have been reduced to 3 chapters. Chapters 7-10 were distinct and I thought they offered the most interesting ideas (especially the Business as Art chapter and discussion on ownership changes). The book does a good job of systematizing what I think a lot of us recognize as "great" companies (ie. mojo). For example, I would probably classify Dick's Burgers locally as a small giant. I did like the recurring idea of taking care of employees first, then customers, then owners/management. Along these lines, there were also some cool management and org structures discussed.
Burlington's main argument is that small companies offer the entrepreneur more freedom to pursue activities that are for the social good. Moreover, he argues that financial returns can be a byproduct, not an end, of a well-run business. This is particularly true if customers are attracted to a business because of its culture, not just its products. He then shows the various ways that growing too fast jeopardizes these qualities for the sake of profit, homogenizing the business into just another "economic unit."
Overall, the book succeeds at its stated purpose (offering a different model for evaluating business success; introducing additional goals to financial return) but is essentially an argument for corporate social responsibility at the small-mid level (not a bad thing, just a lot of pages for this idea).
Burlington's main argument is that small companies offer the entrepreneur more freedom to pursue activities that are for the social good. Moreover, he argues that financial returns can be a byproduct, not an end, of a well-run business. This is particularly true if customers are attracted to a business because of its culture, not just its products. He then shows the various ways that growing too fast jeopardizes these qualities for the sake of profit, homogenizing the business into just another "economic unit."
Overall, the book succeeds at its stated purpose (offering a different model for evaluating business success; introducing additional goals to financial return) but is essentially an argument for corporate social responsibility at the small-mid level (not a bad thing, just a lot of pages for this idea).
September 15, 2021
In this book experienced journalist Bo Burlingham wrote about companies which has made an decision to stay smaller or not to grow as fast as possible. Stories about companies that decided to be smaller, but still strong and rely on their strenghts: people, culture and working methods.
Overall interesting and great entrepreunership stories which was coming from many different business sectors and different companies. Even tho this was delightful and interesting read, it was more like a multiple magazine articles instead of great book plot.
Not bad, but not super awesome either.
Overall interesting and great entrepreunership stories which was coming from many different business sectors and different companies. Even tho this was delightful and interesting read, it was more like a multiple magazine articles instead of great book plot.
Not bad, but not super awesome either.
June 14, 2019
I found the book to be a bit dated. And considering that it was published in 2005, it is. However, it sheds a very generous light on small businesses that choose to stay small (er than their full potential might achieve), but find meaning in other ways, be it by giving back to society or being a good employer.
It got a bit tough to read towards the end. The small font in the version I have didn't help either.
It got a bit tough to read towards the end. The small font in the version I have didn't help either.
July 16, 2018
I was looking for a book about this exact topic and it delivered. My rating is because it resonated with me. I would take a good working environment over growth any day. Glad this version had an updated couple of chapters since it was originally from 2005. Honest about some of the companies not making it 10 years later.
September 19, 2017
不管你是在專業生涯打拼的專業人，帶領團隊的主管，或是自行創業的經營者，我覺得都很值得看。因為這世界對於專業或創業，主流價值都是「成長」，但從來沒有人告訴我們，什麼時候該停？為什麼停？停下來的時候你可能會遇到什麼？停下來，是為了堅持什麼？有什麼比「成長」更重要的價值？
專業發展感到疲倦，你該繼續突破自己還是應該找個機會休息？當每個人都告訴你應該多跑幾個點、多發展幾個項目、多到幾個地方支援時，這本書報導的企業各面向，都很值得你參考。
https://i-chentsai.innovarad.tw/2017/...
專業發展感到疲倦，你該繼續突破自己還是應該找個機會休息？當每個人都告訴你應該多跑幾個點、多發展幾個項目、多到幾個地方支援時，這本書報導的企業各面向，都很值得你參考。
https://i-chentsai.innovarad.tw/2017/...
January 31, 2020
The book profiles companies that choose to remain "small giants." The companies vary widely, from 1 person shops to hundreds of employees but all share what the author refers to as "mojo." The overarching theme is that that these companies have a deep sense of intimacy, and their founders feel deeply connected to employees and local community. The flip slide is that they must remain financially independent so that they can do things that don't result in shareholder financial value. In our current vc-driven business environment, it's a good read for anyone starting a business to consider alternatives that are possible.
January 4, 2021
This book made me reflect on startups, and recognize that bigger is not always better, but quality and greatness can be achieved without need for scale.
Gave me the perspective that I don't need to be big to be great.
Gave me the perspective that I don't need to be big to be great.
June 14, 2023
I really enjoyed how small businesses were customer service oriented not only to their customers, but also to their employees. Empowering employees to be active in the growth of the company actually made the company stronger.
March 27, 2018
some good nuggets in here / anecdotes
-zingermans and union square cafe restaurant group
-high emphasis at the end of importantness of happiness and enjoying your job over high growth
-zingermans and union square cafe restaurant group
-high emphasis at the end of importantness of happiness and enjoying your job over high growth
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