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Produktbild: Making Strategy Work

Making Strategy Work Leading Effective Execution and Change

54,99 €

inkl. gesetzl. MwSt., Versandkostenfrei

Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

13.06.2013

Verlag

Financial Times Prentice Hall

Seitenzahl

424

Maße (L/B/H)

23,1/15,5/4,3 cm

Gewicht

1026 g

Auflage

2nd Updated edition

Sprache

Englisch

ISBN

978-0-13-309257-8

Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

13.06.2013

Verlag

Financial Times Prentice Hall

Seitenzahl

424

Maße (L/B/H)

23,1/15,5/4,3 cm

Gewicht

1026 g

Auflage

2nd Updated edition

Sprache

Englisch

ISBN

978-0-13-309257-8

Herstelleradresse

Libri GmbH
Europaallee 1
36244 Bad Hersfeld
DE

Email: gpsr@libri.de

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  • Produktbild: Making Strategy Work
  • Introduction to the Second Edition     xxiii
    Acknowledgments     xxv
    Introduction to the First Edition     xxvii
    Learning from Experience     xxviii
    What You Need to Lead     xxviii
    The Big Picture     xxviii
    Effective Change Management     xxix
    Applying What You Learn     xxix
    The Bottom Line     xxx
    On a Final Note     xxx
    A Few Thanks     xxx

    PART I:  KEY FACTORS IN STRATEGY EXECUTION     1
    Chapter 1  Strategy Execution Is the Key     3
    Execution Is a Key to Success     5
       Making Strategy Work Is More Difficult Than the Task of Strategy Making     6
       A Focus on Making Strategy Work Pays Major Dividends     8
       Managers Are Trained to Plan, Not Execute     9
       Let the “Grunts” Handle Execution     10
       Planning and Execution Are Interdependent     11
       Execution Takes Longer Than Formulation     14
       Execution Is a Process, Not an Action or Step     17
       Execution Involves More People Than Strategy Formulation     18
    Additional Challenges and Obstacles to Successful Execution     19
       Wharton-Gartner Survey and Executive Education Data Collection . . . .20
    The Results: Obstacles to Successful Strategy Execution     22
       Execution Outcomes     26
       The Execution Challenge     28
       Having a Model or Guidelines for Execution     29
       Strategy Is the Primary Driver     29
       Choosing an Organizational Structure     29
       Coordination and Information Sharing     30
       Clear Responsibility and Accountability     30
       The Power Structure     30
       Incentives, Controls, Feedback, and Adaptation     31
       The Right Culture     31
       Leadership     31
       Managing Change     32
       Applications and Special Topics     33
       The Next Step: Developing a Logical Approach to Execution Decisions and Actions     33
    Summary     35
    Endnotes     36
    Chapter 2  Overview and Model: Making Strategy Work     37
    Common Versus Unique Execution Solutions     38
    A Need for Action     40
       A Model of Strategy Execution     41
       Corporate Strategy     43
       Corporate Strategy and Structure     45
       Need for Integration     50
       Executing Business Strategy     53
       “Demands” of Business Strategy    55
       Integrating Strategy and Short-Term Operating Objectives     56
       Incentives and Controls     61
       Incentives     63
       Controls     64
    Another View of the Model of Strategy Execution     65
    Context of Execution Decisions      67
       The Execution Context     68
       Managing Change     69
       Culture     69
       The Organizational Power Structure     70
       The Leadership Climate     71
       Need for a Disciplined Approach     72
    Summary     73
    Endnotes     74
    Chapter 3  The Path to Successful Execution: Good Strategy Comes First     77
    Is the Impact of Strategy Overrated?     78
    Issue #1: The Need for Sound Planning and a Clear, Focused Strategy     80
       Corporate-Level Planning     81
       Corporate Strategy: Some Corporate Examples, Good and Bad     82
       Business Strategy     86
    The Service Business     93
    Issue #2: The Importance of Integrating Corporate and Business Strategies     95
       The Role of the Business Is Unclear     97
       Inappropriate Performance Metrics     98
       Battles Over Resource Allocations     99
       Assessments of Business Performance Create Additional Problems     99
       The Strategy Review     100
    Issue #3: Thinking Short Term—The Need to Define and Communicate the Operational Components of Strategy     103
       Integrating Strategic and Short-Term Objectives     105
       Need for Measurable Objectives     106
    Issue #4: Understanding the “Demands” of Strategy and Successful Execution     108
       Low-Cost Producer     109
       Differentiation Strategies     111
       Developing the Right Capabilities     112
       The Demands of Global Strategy     115
       A Final Point     116
    Summary    117
    Endnotes     118
    Chapter 4  Organizational Structure and Execution     119
    The Challenge of Structural Choice     120
       Johnson & Johnson     120
       Citibank, ABB, and Other Large Global Players     122
       Service Organizations and Nonprofits     123
    The Critical Structural Issues     124
       Structural Issue #1: Measuring Costs and Benefits of Structure     126
       Structural Issue #2: Centralization Versus Decentralization     131
       Structural Issue #3: The Strategy-Structure Relationship and Effective Execution     144
    Summary     157
    Endnotes     160
    Chapter 5  Managing Integration: Effective Coordination and Information Sharing     163
    The Importance of Integration    165
       Boeing     165
       Hewlett-Packard     165
       General Motors     166
       Royal Dutch/Shell Group     167
       Law Firms and Integration     168
    Interdependence and Coordination Methods     169
       Types of Interdependence     169
       Coordination Processes and Methods     174
       The GE “Work Out”     178
    Facilitating Information Sharing, Knowledge Transfer, and Communication     181
       Creating, Using, and Sharing Knowledge     181
       Methods, Tools, or Processes for Information Sharing     184
       Informal Forces and Information Sharing     187
       Additional Informal Factors Affecting Information Flow and Knowledge Transfer     190
    Clarifying Responsibility and Accountability     197
    Responsibility Plotting and Role Negotiation     198
    Summary     202
    Endnotes     204
    Chapter 6  Incentives and Controls: Supporting and Reinforcing Execution     207
    Role of Incentives and Controls     208
    Incentives and Execution     209
       A Basic Rule: Don’t Demotivate People     209
       Good Incentives     210
       Reward the Right Things     214
    Controls: Feedback, Learning, and Adaptation     216
       The Control Process     216
       Develop and Use Good Objectives     221
       Controls Require Timely and Valid Information     222
       Use and Act on the Information     223
       Face the Brutal Facts Honestly     225
       Reward the Doers, the Performers     226
       Reward Cooperation     227
       Clarify Responsibility and Accountability     228
       Leadership, Controls, and Execution     229
    The Strategy Review: Integrating Planning, Execution, and Control     232
       Step 1: Strategy Formulation     234
       Step 2: The Execution Plan     238
       Step 3: Initiating the Control Process     239
       Step 4: Cause-Effect Analysis and Organizational Learning     240
       Step 5: Feedback and Change     241
       Step 6: Follow Up and Continue the Process     242
    Summary     243
    Endnotes     245
    Chapter 7  Managing Change     247
    Managing Change: A Continuing Challenge     247
    Steps in Managing Change     251
    A Model of Change and Execution      253
       Components of the Model     253
       Relating Change to Execution Problems     255
       Sequential Change     260
       Complex Change     266
       Other Factors Affecting Change     278
    Summary     278
    Endnotes     280
    Chapter 8  Managing Culture and Culture Change     283
    What Is Culture?     284
       Culture Is Important for Execution     285
       Culture Is Not Homogeneous     286
       Culture Affects Performance     286
       Organizational Performance Affects Culture     289
    A Model of Culture and Cultural Change     291
       The Top Line: The Effects of Culture     291
       The Bottom Line: Changing Culture     295
    Summary     309
       Rule 1: The Reasons for Change Must Be Clear, Compelling, and Agreed Upon by Key Players     309
       Rule 2: Focus on Changing Behavior—Not Directly on Changing Culture     310
       Rule 3: Effective Communication Is Vital to Culture Change     310
       Rule 4: Adequate Effort Must Be Expanded to Reduce Resistance to Change     310
       Rule 5: Beware of Excessive Speed     310
    Endnotes     311
    Chapter 9  Power, Influence, and Execution     313
    A View of Power and Influence     315
       Strategy and Environment     316
       Problems or Dependencies     317
       Organizational Structure     318
       Uneven Resource Allocations     319
       Internal Dependencies and Power     320
       Using Power and Influence     322
       Coming Full Circle: Conclusions About Power     325
    Power and Execution     325
       Define Power Bases and Relationships     326
       Form Coalitions or Develop Joint Ventures with Those in Power     328
       Focus on Value-Added, Measurable Results     329
       A Final Note on Power: The Downside     336
    Summary     343
    Endnotes     344

    PART II:  APPLICATIONS     347
    Chapter 10  Making Mergers and Acquisitions Work     349
    Making Merger and Acquisition Strategies Work     350
       Why Focus on Mergers and Acquisitions?     350
       Why Do So Many Mergers and Acquisitions Fail or Founder?     355
    Using the Present Model and Approach to Execution     360
       Corporate Strategy     360
       Corporate Structure     363
       Cultural Integration in M&A     367
       Business Strategy and Short-Term Objectives     373
       Business Structure/Integration     377
       Project Management     378
       Incentives and Controls     379
    Managing Change     383
    Managing Culture and Culture Change     387
    The Critical Role of Leadership     391
    Summary     392
    Endnotes     394
    Chapter 11  Making Global Strategy Work     397
    Types of Global Growth and Execution Decisions     399
       Early or Basic International Presence     399
       The Multidomestic Global Organization     400
       The Coordinated Global Strategy     405
       Strategic Alliances     410
    Summary     414
    Endnotes     415
    Chapter 12  Executing Strategy in Service Organizations     417
    Similarities: Executing Strategy in Service Businesses     419
       Strategy     419
       Organizational Structure     422
       Talent, Capabilities, and Need for Training/Skill Development Programs     424
       Incentives and Controls     426
       The Logical Conclusion?     427
    Service Businesses: Possible Differences Affecting Strategy Execution     428
       Production and Consumption of Services     428
       Are Services Personal?     429
       The Measurement Issue     430
    Categories or Types of Service Organizations     432
       Definition of Goals and Strategies     434
       Professional Versus Administrative Controls     436
       Knowledge and Power     438
       Conclusion: A Difficult Setting for Strategy Execution     439
    Strategy Execution in People-Based Professional Service Organizations     440
       The Setting for Action: A Case of Reciprocal Interdependence     440
       Deciding on Strategy and Goals     442
       Defining Measurement Metrics and Cause-Effect Clarity     444
       Structure and Coordination Processes     446
       Effective Incentives     448
       The Verdict: Execution in People-Based, Professional Service Organizations     449
    Summary: Strategy Execution in Service Organizations     451
    Endnotes     454
    Chapter 13  Project Management and Strategy Execution     457
    Possible Benefits of a Project Management Approach     458
    An Example: Project Management and Making Strategy Work     460
       Defining the Projects and Key Objectives     461
    Potential Pitfalls with Project Management     466
       Degree of Formality     466
       Tension Between Routine and Autonomy     468
       Managing Culture and Change     469
       Evidence of Value Added     469
    Summary     471
    Endnotes     472
    Appendix     473
    Index     479