By Lawrence G. Hrebiniak
With no powerful execution, no enterprise approach can be successful. regrettably, so much managers comprehend way more approximately constructing method than approximately executing it -- and overcoming the tough political and organizational stumbling blocks that stand of their method. during this ebook, top advisor and Wharton professor Lawrence Hrebiniak deals the 1st finished, disciplined approach version for making technique paintings within the genuine international. Drawing on his unsurpassed adventure, Hrebiniak exhibits why execution is much more vital than many senior executives discover, and sheds strong new gentle on why companies fail to carry on even their such a lot promising ideas. subsequent, he deals a scientific roadmap for execution that encompasses each key luck issue: organizational constitution, coordination, info sharing, incentives, controls, switch administration, tradition, and the function of strength and impact on your company. Making technique paintings concludes with a start-to-finish case examine exhibiting easy methods to use Hrebeniak's rules to handle considered one of state-of-the-art so much tricky enterprise execution demanding situations: making sure the luck of a merger or acquisition.
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Extra info for Making Strategy Work: Leading Effective Execution and Change
Example text
Execution problems must be addressed, but which ones and in what order? CHAPTER 1 • STRATEGY EXECUTION IS THE KEY 21 MAKING SENSE OF THE DATA AND GOING FORWARD Given the responses from managers just noted, what does all this mean? What really affects execution? What should we focus on in subsequent chapters of this book? The first thing I did to answer these questions was to include all items that were ranked fifth or higher in either or both samples of managers. If either or both groups felt that strongly about an execution obstacle, I felt that the item deserved consideration.
CHAPTER 1 • STRATEGY EXECUTION IS THE KEY 13 A strategy was articulated and a plan of execution developed to educate key personnel and to set goals consistent with the new thrust. Branch managers and others dealing with customers were brought in to corporate for training and to create widespread enthusiasm for the program. After a few months, the data revealed that not much had changed. It clearly was business as usual, with no change in the outcomes that were being targeted by the new program.
Or, to put it positively, there are eight areas of opportunity: Handling them well will guarantee execution success. The areas relating to the success of execution are as follows: 1. Developing a model to guide execution decisions or actions 2. Understanding how the creation of strategy affects the execution of strategy 3. Managing change effectively, including culture change 4. Understanding power or influence and using it for execution success 5. Developing organizational structures that foster information sharing, coordination, and clear accountability 6.
