By Lawrence G. Hrebiniak
With no potent execution, no company approach can be successful. regrettably, so much managers recognize way more approximately constructing procedure than approximately executing it -- and overcoming the tough political and organizational hindrances that stand of their method. during this e-book, prime advisor and Wharton professor Lawrence Hrebiniak bargains the 1st finished, disciplined method version for making procedure paintings within the actual global. Drawing on his unsurpassed adventure, Hrebiniak exhibits why execution is much more vital than many senior executives detect, and sheds strong new gentle on why companies fail to convey on even their so much promising recommendations. subsequent, he deals a scientific roadmap for execution that encompasses each key good fortune issue: organizational constitution, coordination, details sharing, incentives, controls, swap administration, tradition, and the position of energy and effect on your company. Making process paintings concludes with a start-to-finish case examine displaying tips on how to use Hrebeniak's rules to handle one among ultra-modern so much tricky company execution demanding situations: making sure the luck of a merger or acquisition.
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Extra info for Making Strategy Work: Leading Effective Execution and Change
What form should the structure take? The answer depends on corporate strategy and its attendant goals. What the acquirer hopes to achieve from vertical integration will drive the structural position of the acquired company. A desire for cost controls or synergies would lead to more control and structural integration of an acquisition. A need for an effective presence and growth in a different competitive market would opt for decentralization and an independent profit center. Critics of Disney and Michael Eisner argue that the company never extracted the expected synergies from the acquisition of ABC.
THE POWER STRUCTURE Execution programs that contradict the power or influence structure of an organization are doomed to failure. But what affects power or influence? Power is more than individual personality or position. Power reflects strategy, structure, and critical dependencies on capabilities and scarce resources. Knowing what power is and how to create and use influence can spell the difference between execution success and failure. COORDINATION AND INFORMATION SHARING These are vital to effective execution.
Execution always takes time and places pressure on management for results. But the longer time needed for execution also increases the likelihood of additional unforeseen problems or challenges cropping up, which further increases the pressure on managers responsible for execution results. The process of execution is always difficult and sometimes quarrelsome, with problems only exacerbated by the longer time frame usually associated with execution. EXECUTION IS A PROCESS, NOT AN ACTION OR STEP A point just made is critical and should be repeated: Execution is a process.
Making Strategy Work: Leading Effective Execution and Change by Lawrence G. Hrebiniak