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Strategy Execution is no longer 'the gap nobody knows', the title of the first chapter of the best-seller 'Execution'. Thanks to the authors Bossidy and Charan, Strategy Execution pioneers Kaplan and Norton, several leading articles in respected business magazines such as The Harvard Business Review and a host of research, organisations have become very aware that much great strategy is lost before it's turned into performance mainly as a result of poor execution skills. The performance gap is known. And it's time for companies to close it. This book will help you get the job done. 'Strategy Execution Heroes' will help you to: 1. Approach Strategy Execution from a manager's perspective. 2. Align individual and organisational performance in a simple, easy-to-communicate, sexy Strategy Execution framework. 3. Communicate your strategy effectively. 4. Set great objectives for yourself and your team members. 5. Coach others through the implementation maze. 6. Simplify your Strategy Execution process. 7. Select, manage and deliver your strategic initiatives. 8. Set up a development platform to boost the execution skills of others in the organisation. 9. Turn Strategy Execution into a competitive advantage. In short, 'Strategy Execution Heroes' will help you get the execution job done. Don't expect complex theories or fancy words. This book gets right to the point and won't waste your time. It will boost your learning with 250+ practical tips revealed by senior executives from BT, Coca-Cola, Lockheed Martin, eBay and many others. It will inspire your thinking with useful insights from top experts such as Sir John Whitmore, Dr Peter Scott-Morgan and Prof Vincent Lion. And it will put your action plan on the right track with 27 valuable downloads. So whether you are a future manager preparing for the challenge or an experienced senior executive, get ready to boost your execution skills. Become a Strategy Execution hero and turn your great strategy into great performance.
For anyone faced with the challenge of making strategic decisions, this book will show readers how to choose the strategic models best suited to their needs.
The Strategy Manual is a practical handbook for anyone interested in the creation, management or governance of strategy. It demystifies strategy and provides a step-by-step guide on how to do it well.
You think you have a winning strategy. But do you? Executives are bombarded with bestselling ideas and best practices for achieving competitive advantage, but many of these ideas and practices contradict each other. Should you aim to be big or fast? Should you create a blue ocean, be adaptive, play to win—or forget about a sustainable competitive advantage altogether? In a business environment that is changing faster and becoming more uncertain and complex almost by the day, it’s never been more important—or more difficult—to choose the right approach to strategy. In this book, The Boston Consulting Group’s Martin Reeves, Knut Haanæs, and Janmejaya Sinha offer a proven method to determine the strategy approach that is best for your company. They start by helping you assess your business environment—how unpredictable it is, how much power you have to change it, and how harsh it is—a critical component of getting strategy right. They show how existing strategy approaches sort into five categories—Be Big, Be Fast, Be First, Be the Orchestrator, or simply Be Viable—depending on the extent of predictability, malleability, and harshness. In-depth explanations of each of these approaches will provide critical insight to help you match your approach to strategy to your environment, determine when and how to execute each one, and avoid a potentially fatal mismatch. Addressing your most pressing strategic challenges, you’ll be able to answer questions such as: • What replaces planning when the annual cycle is obsolete? • When can we—and when should we—shape the game to our advantage? • How do we simultaneously implement different strategic approaches for different business units? • How do we manage the inherent contradictions in formulating and executing different strategies across multiple businesses and geographies? Until now, no book brings it all together and offers a practical tool for understanding which strategic approach to apply. Get started today.
Explains how companies must pinpoint business strategies to a few critically important choices, identifying common blunders while outlining simple exercises and questions that can guide day-to-day and long-term decisions.
As strategic business models are important to understand the transformative operations of an enterprise system, for present and future competitiveness, Betz's exploration into both manufacturing and financial firms, along with retailing firms and conglomerates, broadens the business literature.
This big initiative could make or break this fiscal year--or your career. Managing a successful strategic initiative may be the key to transforming your company--and propelling your career forward. Yet running a cross-functional team on a high-profile project can present a multitude of challenges and risks, causing even the most experienced manager to struggle. The HBR Guide to Managing Strategic Initiatives provides practical tips and advice to help you manage all the stages of an initiative's life cycle, from buy-in to launch to scaling up. You'll learn how to: Win--and keep--support for your new initiative Move rapidly from approval to implementation Assemble transformative, high-performing initiative teams Maintain the confidence of sponsors and stakeholders Stay on schedule and within budget Avoid initiative overload by killing projects that aren't meeting business needs Keep multiple initiatives in strategic alignment Arm yourself with the advice you need to succeed on the job, from a source you trust. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.
Good Strategy/Bad Strategy clarifies the muddled thinking underlying too many strategies and provides a clear way to create and implement a powerful action-oriented strategy for the real world. Developing and implementing a strategy is the central task of a leader. A good strategy is a specific and coherent response to—and approach for—overcoming the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect. Yet, Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy.” In Good Strategy/Bad Strategy, he debunks these elements of “bad strategy” and awakens an understanding of the power of a “good strategy.” He introduces nine sources of power—ranging from using leverage to effectively focusing on growth—that are eye-opening yet pragmatic tools that can easily be put to work on Monday morning, and uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007–08 financial crisis. Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, Good Strategy/Bad Strategy stems from Rumelt’s decades of digging beyond the superficial to address hard questions with honesty and integrity.
Most company's change initiatives fail. Yours don't have to. If you read nothing else on change management, read these 10 articles (featuring “Leading Change,” by John P. Kotter). We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you spearhead change in your organization. HBR's 10 Must Reads on Change Management will inspire you to: Lead change through eight critical stages Establish a sense of urgency Overcome addiction to the status quo Mobilize commitment Silence naysayers Minimize the pain of change Concentrate resources Motivate change when business is good This collection of best-selling articles includes: featured article "Leading Change: Why Transformation Efforts Fail" by John P. Kotter, "Change Through Persuasion," "Leading Change When Business Is Good: An Interview with Samuel J. Palmisano," "Radical Change, the Quiet Way," "Tipping Point Leadership," "A Survival Guide for Leaders," "The Real Reason People Won't Change," "Cracking the Code of Change," "The Hard Side of Change Management," and "Why Change Programs Don't Produce Change."
Business Models: A Strategic Management Approach by Allan Afuah represents a new kind of book. Business models are about making money and most firms are in business to make money (a profit). It is therefore no surprise that the phrase "business model" is increasingly finding its way into CEO speech after speech and in business school functional areas from accounting to finance to marketing to strategy. Because strategic management is inherently integrative in nature and increasingly more focused on firm performance, strategy textbooks have come closest to addressing the subject of business models, but only implicitly and partially so. Business Models: A Strategic Management Approach draws on the latest research in strategic management to explicitly and fully explore business models. It draws on the latest research on to explore which activities a firm performs, how it performs them, and when it performs them to make a profit. It offers an integrated framework for understanding the relationship between the set of activities that a firm chooses to perform, its revenue model, its cost structure, its resources and capabilities, the competitive forces in the firm's industry, and its ability to sustain a competitive advantage even in the face of change. It provides the link between resources, product-market positions and profits―how resources and product-market positions are translated into profits. (Existing strategy texts demonstrate correlation between resources or product-market positions and profits, not their translation into profits). Additionally, it explores the relationship between business models and corporate social responsibility as well as the international component to business models. It offers a definition of business models that is deeply rooted in the resource-based and product-market theories of strategy.