Book description
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.
Table of contents
- About This eBook
- Title Page
- Copyright Page
- Praise from the First Edition of Making Strategy Work
- Dedication
- Contents at a Glance
- Table of Contents
- About the Author
- Introduction to the Second Edition
- Introduction to the First Edition
-
Part I: Key Factors in Strategy Execution: Creating an Integrated Approach to Making Strategy Work
- Chapter 1. Strategy Execution Is the Key
- Chapter 2. Overview and Model: Making Strategy Work
-
Chapter 3. The Path to Successful Execution: Good Strategy Comes First
- Introduction
- Is the Impact of Strategy Overrated?
- Issue #1: The Need for Sound Planning and a Clear, Focused Strategy
- The Service Business
- Issue #2: The Importance of Integrating Corporate and Business Strategies
- Issue #3: Thinking Short Term—The Need to Define and Communicate the Operational Components of Strategy
- Issue #4: Understanding the “Demands” of Strategy and Successful Execution
- Summary
- Endnotes
- Chapter 4. Organizational Structure and Execution
- Chapter 5. Managing Integration: Effective Coordination and Information Sharing
- Chapter 6. Incentives and Controls: Supporting and Reinforcing Execution
- Chapter 7. Managing Change
- Chapter 8. Managing Culture and Culture Change
- Chapter 9. Power, Influence, and Execution
-
Part II: Applications
- Chapter 10. Making Mergers and Acquisitions Work
- Chapter 11. Making Global Strategy Work
-
Chapter 12. Executing Strategy in Service Organizations
- Introduction
- Similarities: Executing Strategy in Service Businesses
- Service Businesses: Possible Differences Affecting Strategy Execution
- Categories or Types of Service Organizations
- Strategy Execution in People-Based Professional Service Organizations
- Summary: Strategy Execution in Service Organizations
- Endnotes
- Chapter 13. Project Management and Strategy Execution
- Appendix
- Index
- Financial Times Press
Product information
- Title: Making Strategy Work: Leading Effective Execution and Change, Second Edition
- Author(s):
- Release date: June 2013
- Publisher(s): Pearson
- ISBN: 9780133093155
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