You are previewing Making Strategy Work: Leading Effective Execution and Change, Second Edition.
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Making Strategy Work: Leading Effective Execution and Change, Second Edition

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

  1. About This eBook
  2. Title Page
  3. Copyright Page
  4. Praise from the First Edition of Making Strategy Work
  5. Dedication
  6. Contents at a Glance
  7. Table of Contents
  8. About the Author
  9. Introduction to the Second Edition
    1. Acknowledgments
  10. Introduction to the First Edition
    1. Learning from Experience
    2. What You Need to Lead
    3. The Big Picture
    4. Effective Change Management
    5. Applying What You Learn
    6. The Bottom Line
    7. On a Final Note
    8. A Few Thanks
  11. Part I: Key Factors in Strategy Execution: Creating an Integrated Approach to Making Strategy Work
    1. Chapter 1. Strategy Execution Is the Key
      1. Introduction
      2. Execution Is a Key to Success
      3. Additional Challenges and Obstacles to Successful Execution
      4. The Results: Obstacles to Successful Strategy Execution
      5. The Execution Challenge
      6. Summary
      7. Endnotes
    2. Chapter 2. Overview and Model: Making Strategy Work
      1. Introduction
      2. Common Versus Unique Execution Solutions
      3. A Need for Action
      4. A Model of Strategy Execution
      5. Another View of the Model of Strategy Execution
      6. Context of Execution Decisions
      7. Summary
      8. Endnotes
    3. Chapter 3. The Path to Successful Execution: Good Strategy Comes First
      1. Introduction
      2. Is the Impact of Strategy Overrated?
      3. Issue #1: The Need for Sound Planning and a Clear, Focused Strategy
      4. The Service Business
      5. Issue #2: The Importance of Integrating Corporate and Business Strategies
      6. Issue #3: Thinking Short Term—The Need to Define and Communicate the Operational Components of Strategy
      7. Issue #4: Understanding the “Demands” of Strategy and Successful Execution
      8. Summary
      9. Endnotes
    4. Chapter 4. Organizational Structure and Execution
      1. Introduction
      2. The Challenge of Structural Choice
      3. The Critical Structural Issues
      4. Summary
      5. Endnotes
    5. Chapter 5. Managing Integration: Effective Coordination and Information Sharing
      1. Introduction
      2. The Importance of Integration
      3. Interdependence and Coordination Methods
      4. Facilitating Information Sharing, Knowledge Transfer, and Communication
      5. Clarifying Responsibility and Accountability
      6. Responsibility Plotting and Role Negotiation
      7. Summary
      8. Endnotes
    6. Chapter 6. Incentives and Controls: Supporting and Reinforcing Execution
      1. Introduction
      2. Role of Incentives and Controls
      3. Incentives and Execution
      4. Controls: Feedback, Learning, and Adaptation
      5. The Strategy Review: Integrating Planning, Execution, and Control
      6. Summary
      7. Endnotes
    7. Chapter 7. Managing Change
      1. Introduction
      2. Managing Change: A Continuing Challenge
      3. Steps in Managing Change
      4. A Model of Change and Execution
      5. Summary
      6. Endnotes
    8. Chapter 8. Managing Culture and Culture Change
      1. Introduction
      2. What Is Culture?
      3. A Model of Culture and Cultural Change
      4. Summary
      5. Endnotes
    9. Chapter 9. Power, Influence, and Execution
      1. Introduction
      2. A View of Power and Influence
      3. Power and Execution
      4. Summary
      5. Endnotes
  12. Part II: Applications
    1. Chapter 10. Making Mergers and Acquisitions Work
      1. Introduction
      2. Making Merger and Acquisition Strategies Work
      3. Using the Present Model and Approach to Execution
      4. Managing Change
      5. Managing Culture and Culture Change
      6. The Critical Role of Leadership
      7. Summary
      8. Endnotes
    2. Chapter 11. Making Global Strategy Work
      1. Introduction
      2. Types of Global Growth and Execution Decisions
      3. Summary
      4. Endnotes
    3. Chapter 12. Executing Strategy in Service Organizations
      1. Introduction
      2. Similarities: Executing Strategy in Service Businesses
      3. Service Businesses: Possible Differences Affecting Strategy Execution
      4. Categories or Types of Service Organizations
      5. Strategy Execution in People-Based Professional Service Organizations
      6. Summary: Strategy Execution in Service Organizations
      7. Endnotes
    4. Chapter 13. Project Management and Strategy Execution
      1. Introduction
      2. Possible Benefits of a Project Management Approach
      3. An Example: Project Management and Making Strategy Work
      4. Potential Pitfalls with Project Management
      5. Summary
      6. Endnotes
  13. Appendix
  14. Index
  15. Financial Times Press