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Title: Execution: The Discipline of Getting Things Done
ISBN: 0609610570
Author:
Larry Bossidy
Ram Charan
Charles Burck
Publicate Date: 2002-06-15
Publish: 2002-06-15
List Price: $27.50
Average Customer Rating: 3.5
Format: Hardcover
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Amazon Lowest New Price: $4.43
Amazon Lowest Used Price: $2.08
Amazon Merchant Price: $18.15
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| Customer Review: |
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1: Obviously if you're going to get things done, you gotta "execute" them...
This (audio) book has some good examples of bad execution that lead to recent high-profile corporate troubles, and then gives some suggestions on how to do things. A lot of it is common sense and discipline, though, but there are a few helpful items - especially if you didn't pay the new-item proce and got it used :)
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2: Muy buen libro
Un libro muy ameno que muestra cómo una organización puede alinearse en post de un objetivo común, hacer las cosas bien, sin lugar a dudas, un libro que hay que leer
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3: developing strategies that work
The title "execution" may make you think this book is about executing decisions after they have been made. This is not at all the case. This book describes everything you have to do to develop strategies that are likely to succeed. It describes three processes, the strategic process, the people process and the operational process. The book describes in the most detail the people process. If you do not have the right people in the right positions the strategic process and operational processes will fail. These three processes are interdependent. The interdependence and the processes are described very clearly. That enables you to test if you are operating the right way.
The book describes "operationalizing" culture. The book describes operationalizing culture, where culture is defined as the sum of its shared values, beliefs and norms of behaviour. It is a very good chapter with an example of the wrong culture and right culture. The book from Louis Gerstner "Who says elephants can't dance is very helpful as is "From Good To Great" by Jim Collins. culture is defined as the sum of its shared values, beliefs and norms of behaviour. It is a very good chapter with an example of the wrong culture and right culture. It is a major challenge to figure out what the culture should be. The book from Louis Gerstner "Who says elephants can't dance" is very helpful as is "From Good To Great" by Jim Collins on this point.
Dialogue is also described as an essential part of operationalising culture. It is a very important goal requiring a great deal of skill and effort you should not underestimate. The book "On dialogue" from David Bohm is worth reading as it explains very lucidly all the obstacles you have to be overcome.
The "execution" book presents an excellent framework of processes that include establishing the right culture, using, what are referred to as "robust" and "candid"dialogues
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4: Get it done = What + How = Execution
My former boss presented this book to me in Audio-book format. The Audio book is read by the authors themselves. Not only do the authors provide valuable insights, but they deliver the message very well.
This book explains Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage. It is targeted to CEO's and executive managers and a definite must-read for CEO's and their coaches and advisers. For the rest of us mortals, it makes an excellent read, especially the real world examples that they provided. I wish they had provided more such examples. It is about following through as a leader providing different thought processes on how to lead and more importantly, how to make sure you get the job done!
The main message is that in order to execute the strategies that they develop, companies have to integrate their people, strategy and processes. Without proper execution, even the best strategies fail. The hardware (strategy and structure) is inert without the software (beliefs and behaviors).
The point which hit a home run with me was: A job no Leader should delegate which is having the Right People in the Right Roles. This is so true and so common sense and yet it is most often delegated to other departments or heavily focused on certifications, quantity (number of years) vs quality of experience. An organization's human beings are by far its most reliable resource for generating excellent results year after year. Their judgments, experiences, and capabilities make the difference between success and failure. The quality of their people is the best competitive differentiator. While okay to use assessment scores and certifications to validate capabilities, an organization must also identify weaknesses for improvement, streamline training and create career milestones. Then measure progress toward attaining and exceeding corporate goals.
Recommended for anyone in a Leadership role, especially if you're managing people in your organization.
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5: Management Take Notice
Execution is a must read for all Executives. So many in management have trouble making decisions for fear of the Old Boy Network politics. Larry Bossidy would have none of that, and changed out his Executive staff until he had one's who would EXECUTE!
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