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Making Strategy Work Leading Effective Execution and Change

ISBN-10: 013146745X
ISBN-13: 9780131467453
Edition: 2005
List price: $44.99
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Book details

List price: $44.99
Copyright year: 2005
Publisher: Wharton School Publishing
Publication date: 1/5/2005
Binding: Hardcover
Pages: 408
Size: 6.25" wide x 9.00" long x 1.25" tall
Weight: 1.386
Language: English

Introduction
Strategy Execution Is the Key
Execution Is a Key to Success
Making Strategy Work Is More Difficult Than the Task of Strategy Making
Sound Execution Is Critical-A Focus on Making Strategy Work Pays Major Dividends
Managers Are Trained to Plan, Not Execute
Let the "Grunts" Handle Execution
Planning and Execution Are Interdependent
Execution Takes Longer Than Formulation
Execution Is a Process, Not an Action or Step
Execution Involves More People Than Strategy Formulation Does
Additional Challenges and Obstacles to Successful Execution
Wharton-Gartner Survey
Wharton Executive Education Survey
Panel Discussions
The Results: Opinions About Successful Strategy Execution
Poor Execution Outcomes
Making Sense of the Data and Going Forward
The Execution Challenge
Having a Model or Guidelines for Execution
Strategy is the Primary Driver
Managing Change
The Power Structure
Coordination and Information Sharing
Clear Responsibility and Accountability
The Right Culture
Leadership
Controls, Feedback, and Adaptation
The Next Step: Developing a Logical Approach to Execution Decisions and Actions
Summary
Endnotes
Overview and Model: Making Strategy Work
Common vs
Unique Execution Solutions
A Need for Action
A Model of Strategy Execution
Corporate Strategy
Corporate Structure
Need for Integration
Executing Business Strategy
"Demands" of Business Strategy
Integrating Strategy and Short-term Operating Objectives
Incentives and Controls
Incentives
Controls
Context of Execution Decisions
The Execution Context
Managing Change
Culture
The Organizational Power Structure
The Leadership Climate
Need for a Disciplined Approach
Summary
Endnotes
The Path to Successful Execution: Good Strategy Comes First
Is the Impact of Strategy Overrated?
The Need for Sound Planning and a Clear, Focused Strategy
Corporate-Level Planning
AT&T: Bad Corporate Strategy?
Business Strategy
The Importance of Integrating Corporate and Business Strategies
The Role of the Business Is Unclear
Inappropriate Performance Metrics
Battles Over Resource Allocations
Assessments of Business Performance Create Additional Problems
The Strategy Review
The Need to Define and Communicate the Operational Components of Strategy
Integrating Strategic and Short-Term Objectives
Need for Measurable Objectives
Understanding the "Demands" of Strategy and Successful Execution
Low-Cost Producer
Differentiation Strategies
Developing the Right Capabilities
The Demands of Global Strategy
A Final Point
Summary
Endnotes
Organizational Structure and Execution
The Challenge of Structural Choice
General Motors
Johnson & Johnson
Citibank and ABB
The Critical Structural Issues
Structural Issue #1: Measuring Costs and Benefits of Structure
Structural Issue #2: Centralization vs
Decentralization
Structural Issue #3: The Strategy-Structure-Performance Relationship
Summary
Endnotes
Managing Integration: Effective Coordination and Information Sharing
The Importance of Integration
Boeing
Royal Dutch/Shell Group
Dell Computers
Interdependence and Coordination Methods
Types of Interdependence
Coordination Processes and Methods
The GE "Work Out"
Facilitatin

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