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CEOs regularly identify strategic execution as their biggest challenge, and the top priority facing today's business leaders. Based on their research with senior executives across a variety of industries—and including firms like Marriott, Microsoft, SunTrust, UPS, and Vail Resorts—Kenneth J. Carrig and Scott A. Snell have distilled the elements that are most critical for execution. This book addresses the challenges of execution, why it matters, and why the approach remains elusive. It introduces an integrated framework for understanding four priorities underlying execution excellence. Ultimately, it all comes down to alignment, agility, ability, and architecture. The authors lay out a process for applying the framework, helping business leaders to diagnose their challenges and to determine their path toward breakthrough performance.
This study examines the conflict over capital punishment and the transformation of American culture between the Revolution and the Civil War.
Meeting the new standard for leadership. Higher Ambition is required reading for every leader who refuses to compromise between people and performance. Choosing one or the other may have worked in the past, but it won’t work now. As global competition stiffens and businesses face increased public scrutiny and renewed government regulation, leaders must win on all fronts—with their people, their customers, their communities, and their shareholders. In short, they must deliver superior economic and social value. Brimming with powerful stories and thoughtful advice from CEOs themselves, Higher Ambition equips leaders with the practical insights they need to meet this new and higher standard. The authors, an international team of experts from leading business schools and consultancies, offer a unique view into the minds of some of the most successful and insightful leaders of our time: CEOs from vanguard companies around the world that have demonstrated the distinctive ability to do good while also doing well. These organizations are as diverse as Standard Chartered Bank, Infosys, Volvo, Cummins, IKEA, the Tata Group, and Campbell’s Soup. Readers will learn the principles and practices these pioneering leaders are using to: • Build enduring enterprises that simultaneously solve for people and profits • Forge winning strategies that leverage their companies’ unique cultural and human capabilities • Dramatically raise the aspirations and ambitions of their people • Energize and align their diverse global firms • Relentlessly upgrade leadership capabilities throughout their organizations Drawing on the author team’s extensive research and in-depth interviews with successful leaders from around the globe, this provocative new book is poised to become a management classic in the tradition of In Search of Excellence and Built to Last.
#1 NEW YORK TIMES BESTSELLER • More than two million copies in print! The premier resource for how to deliver results in an uncertain world, whether you’re running an entire company or in your first management job. “A must-read for anyone who cares about business.”—The New York Times When Execution was first published, it changed the way we did our jobs by focusing on the critical importance of “the discipline of execution”: the ability to make the final leap to success by actually getting things done. Larry Bossidy and Ram Charan now reframe their empowering message for a world in which the old rules have been shattered, radical change is becoming routine, and the ability to execute is more important than ever. Now and for the foreseeable future: • Growth will be slower. But the company that executes well will have the confidence, speed, and resources to move fast as new opportunities emerge. • Competition will be fiercer, with companies searching for any possible advantage in every area from products and technologies to location and management. • Governments will take on new roles in their national economies, some as partners to business, others imposing constraints. Companies that execute well will be more attractive to government entities as partners and suppliers and better prepared to adapt to a new wave of regulation. • Risk management will become a top priority for every leader. Execution gives you an edge in detecting new internal and external threats and in weathering crises that can never be fully predicted. Execution shows how to link together people, strategy, and operations, the three core processes of every business. Leading these processes is the real job of running a business, not formulating a “vision” and leaving the work of carrying it out to others. Bossidy and Charan show the importance of being deeply and passionately engaged in an organization and why robust dialogues about people, strategy, and operations result in a business based on intellectual honesty and realism. With paradigmatic case histories from the real world—including examples like the diverging paths taken by Jamie Dimon at JPMorgan Chase and Charles Prince at Citigroup—Execution provides the realistic and hard-nosed approach to business success that could come only from authors as accomplished and insightful as Bossidy and Charan.
"Yes, we have made a new strategy ... But we can't remember where we put it." That is the honest comment from a senior executive, I met recently. History repeats itself. Fortunes are spent on analysis, discussion and documentation while the strategy work is in progress. Plans are turned into PowerPoint presentations. After-work meetings are held for employees. Banners with slogans, caps and badges are distributed in generous quantities to get the new strategy in place in the company. But does it work? Surveys of top executives time and again show that managements feel that the strategic work fails during execution. A McKinsey survey reveals that 44% believe that their strategic plans weren't executed. In the same survey 9 out of 10 emphasize the fact that the organization's ability to quickly change tactics or direction has become more important. In "Strategy Execution", 12 leaders from several countries describe the results they have achieved by implementing the change related to executing a new strategy. The leaders had to change themselves and their organization to succeed with the ambitious strategies and to prevent the strategy process from only becoming "this month's" campaign.
Short Description An allegory written by B Mathew. Written in flowery classical English of prose and verse. It has abundant allusions, bringing to life and excitement the beauty of classical mythology, western legends, Biblical stories, literature and poetry. Extended Description This book is a fiction story. But this book is also poetry. And this book is also a philosophy on principles of success. You can read it like a novel or fairytale story. You can also read it like poetry or philosophy. This allegory is written in classical English language with verses in poetry and allusions. The plot of this fairytale allegory is about a vagabond called Mr. Ambition, who lives in the City of Penury. This city of Penury is ruled by a horrible monster called Lord Poverty. In this city of Penury, this vagabond suffers great disgrace & reproach. One day, a good man by the name of Mr. Think Rich meets Mr. Ambition and encourages him to run away from the city of Penury and escape to another city called the City of Prosperity. But however, the long journey to that City of Prosperity is filled with great and terrible dangers and deadly snares, where there are many giants, monsters and demons and unimaginable deadly traps. As such, advises Mr. Think Rich, that Mr. Ambition must first make a detour to a mystical labyrinth called the Garden of Sorrow to seek out a mysterious giant called Mr. Other-Self. Because only Mr. Other-Self could safely guide Mr. Ambition to the city of Prosperity. At the entrance of the mystical Garden of Sorrow, Mr. Ambition meets Mr. Destiny. Mr. Destiny thereafter knights him as Sir Ambition the gallant Argonaut. But however, Sir Ambition finds himself overwhelmed by great misfortunes inside the garden of Sorrow. Where following a terrible battle with the horrible giant called Suicide, Sir Ambition is captured by the monster, Unemployment and imprisoned in a labour camp called, Hard-Manual-Labour Estate. Here the monster Unemployment maims Sir Ambition by digging out one of his eyes. But with the aid of an alter-ego, Sir Auto-Suggestion, Sir Ambition escapes Hard-Manual-Labour estate, but with Unemployment on hot pursued. In Sir Ambition's search for the mysterious man, Other-Self, he accidently stumbles upon a mysterious kingdom called, the Kingdom of Within. Here he is welcomed and nursed. After his wounds are healed, the king of this Kingdom of Within and his valiant gladiators escort Ambition out in his search for the elusive Mr. Other-Self. Then once again, the grisly monster, Unemployment confronts Ambition, the valiant king and knights from the kingdom of Within. But the monster, Unemployment easily overpowers and destroys these valiant men and fatally wounds Ambition, leaving him to die a painful and slow death. But with the help of his alter-ego and others, Ambition gathers his feeble strength and continue searching for the mysterious man, Mr. Other-Self. Finally Ambition stumbles upon a strange glittering Kingdom of GreatWithin and makes a last and final attempt to awaken the mysterious man, Other-Self. Sir Ambition succeeds in setting into motion the awakening process but soon dies from his fatal wounds. But even though Ambition dies, he dies with anticipated hope of a resurrection from death, knowing that Mr. Other-Self shall raise him up. Part 1 ends with the awakening process of the invincible man Other-Self.
Examines the rise and fall of Tudor nobles and the actions leading to the demise of the Tudor era. The Tudors as a dynasty executed many people, both high and low. But the nobility were the ones consistently involved in treason, either deliberately or unconsciously. Exploring the long sixteenth century under each of the Tudor monarchs gives a sense of how and why so many were executed for what was considered the worst possible crime and how the definition of treason changed over the period. This book examines how and why Tudor nobles like Edward Stafford, 3rd Duke of Buckingham; Queen Consort Anne Boleyn; Henry Howard, Earl of Surrey; and Robert Devereux, 2nd Earl of Essex, fell into the trap of treason and ended up on the block under the executioner’s axe. Treason and the Tudor nobility seem to go hand in hand as, by the end of the sixteenth century and the advent of the Stuart dynasty, no dukes remained in England. How did this happen and why?