Making Strategy Work: Leading Effective Execution and Change, Rough Cuts, 2nd Edition

Description

This is the Rough Cut version of the printed book.

Without effective execution, no business strategy can succeed. This second edition delivers a powerful framework every leader can use to overcome the obstacles to successfully deploying business strategy. In this book, leading consultant and Wharton professor Lawrence Hrebiniak offers a comprehensive, disciplined process model for making strategy work in the real world. Drawing on his unsurpassed experience, Hrebiniak shows why execution is even more important than many senior executives realize, and sheds powerful new light on why businesses fail to deliver on even their most promising strategies. He offers a systematic roadmap for execution that encompasses every key success factor: organizational structure, coordination, information sharing, incentives, controls, change management, culture, and the role of power and influence in your business. With three new chapters, expanded coverage, and new examples, the Second Edition of this highly successful book is the definitive guide for turning strategy into action.

Sample Content

Table of Contents

Introduction to the Second Edition     xxiii
Acknowledgments     xxv
Introduction to the First Edition     xxvii
Learning from Experience     xxviii
What You Need to Lead     xxviii
The Big Picture     xxviii
Effective Change Management     xxix
Applying What You Learn     xxix
The Bottom Line     xxx
On a Final Note     xxx
A Few Thanks     xxx

PART I:  KEY FACTORS IN STRATEGY EXECUTION     1
Chapter 1  Strategy Execution Is the Key     3
Execution Is a Key to Success     5
   Making Strategy Work Is More Difficult Than the Task of Strategy Making     6
   A Focus on Making Strategy Work Pays Major Dividends     8
   Managers Are Trained to Plan, Not Execute     9
   Let the “Grunts” Handle Execution     10
   Planning and Execution Are Interdependent     11
   Execution Takes Longer Than Formulation     14
   Execution Is a Process, Not an Action or Step     17
   Execution Involves More People Than Strategy Formulation     18
Additional Challenges and Obstacles to Successful Execution     19
   Wharton-Gartner Survey and Executive Education Data Collection . . . .20
The Results: Obstacles to Successful Strategy Execution     22
   Execution Outcomes     26
   The Execution Challenge     28
   Having a Model or Guidelines for Execution     29
   Strategy Is the Primary Driver     29
   Choosing an Organizational Structure     29
   Coordination and Information Sharing     30
   Clear Responsibility and Accountability     30
   The Power Structure     30
   Incentives, Controls, Feedback, and Adaptation     31
   The Right Culture     31
   Leadership     31
   Managing Change     32
   Applications and Special Topics     33
   The Next Step: Developing a Logical Approach to Execution Decisions and Actions     33
Summary     35
Endnotes     36
Chapter 2  Overview and Model: Making Strategy Work     37
Common Versus Unique Execution Solutions     38
A Need for Action     40
   A Model of Strategy Execution     41
   Corporate Strategy     43
   Corporate Strategy and Structure     45
   Need for Integration     50
   Executing Business Strategy     53
   “Demands” of Business Strategy    55
   Integrating Strategy and Short-Term Operating Objectives     56
   Incentives and Controls     61
   Incentives     63
   Controls     64
Another View of the Model of Strategy Execution     65
Context of Execution Decisio

Updates

Submit Errata