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