The Big Idea
Everybody has virtually dreamt of becoming big. People have literally romanticized expanding their turfs, intensifying their aims, and ultimately multiplying their chocks of cash, thinking that they will get better when they뭨e 밷igger.?In the realm of business, the same circumstances are witnessed. Companies (or their proprietors, for that matter) are beguiled by the purported wonders that go with their impulsive?but most of the time miscalculated?sizing up. In this light and poignant volume, Bo Burlingham demonstrates that this is not always the case: being big does not automatically entail being great.

Bo Burlingham brings to fore companies which have opted to stay relatively small yet in their modest niches staggeringly became even more lucrative and remarkable compared to others in their industry. These Small Giants, as what he dubbed them, are the author뭩 pragmatic way of convincing and inspiring the rather peewee firms that excellence must not be dictated merely by size. It is about touching lives and making a difference, no matter how far, no matter how small, no matter how little.


Bo Burlingham
I joined Inc. in January 1983 as a senior editor and became executive editor six months later, a position I held for the next seven years or so.

In 1990, I resigned and became editor-at-large for a number of reasons, including my desire to go back to writing. I subsequently wrote tow books with Jack Stack, the co-founder and CEO of Springfield Remanufacturing corp. and the pioneer of open-bok management. One of the books, The Great Game of Business (Doubleday/Currency, 1992), has sold more than 300,000 copies.