Product Details

• Amazon Sales Rank: #35158 in Books
• Published on: 2002-07-01
• Original language: English
• Number of items: 1
• Binding: Hardcover
• 288 pages

Synopsis
Explains how to make the leap from the vision of a good idea to delivering results and demonstrates how to handle sudden changes in the business environment by making crucial connections among people, strategy, and the operating plan.

Customer Reviews

An Action Plan for Accomplishment
Most companies, like most individuals, excel at making plans, but are not as talented when it comes to actually carrying them out. Thus, execution - the ability to get things done, particularly on a strategic level - has become the sine qua non of management science. Authors Larry Bossidy and Ram Charan observe that some people grow when promoted to executive leadership, while others merely swell. Those who lose touch with the operational realities of their businesses soon find themselves boldly leading a company going nowhere. The practical value of achieving objectives and getting things done must be instilled at every level of your company, and injected into the very DNA of your corporate culture. Anything less, and your company will under perform. Bossidy and Charan have sterling credentials when it comes to getting things done for America's leading corporations. They say execution is nothing more than faithfully practicing the right techniques with a disciplined approach. We recommend reading this book to help you turn your plans and strategies into accomplishments and victories.

Tips for the CEOs and Group Heads of Large Conglomerates
Larry Bossidy is clearly a five-star leader, and Ram Charan is a gifted consultant and teacher. It surprised me that their book didn't work as well as I had hoped.

Execution's title misled me. Hopefully, you won't have that problem. I thought Execution would be all about how to take a strategy and operating plan and implement them well. That's not the case.

I also thought Execution would apply to all business people. Instead, the context for most of the AlliedSignal (Honeywell International's name when Mr. Bossidy became CEO there the first time) and General Electric examples which dominate the book is that of the CEO or group executive to whom divisions report in a large conglomerate. In this sense, Execution is like reading the latter chapters of Mr. Welch's book, "Jack."

The main difference between "Jack" and "Execution" is that "Execution" tries to build a framework for the book's concepts while sharing examples (mostly of failure) from other organizations. Mr. Charan's sections of the book mostly focus on that positioning. Mr. Bossidy mostly tells about his own experiences at AlliedSignal and Honeywell. Mr. Bossidy, of course, worked with Mr. Welch at General Electric for many years. Mr. Bossidy reports that you could take execution for granted at GE, but that it was lacking at AlliedSignal when he arrived. The two coauthors alternate in providing long monologues on the chapter topics and subtopics.

Three aspects of Execution are valuable to almost any business leader: how to hold a strategy review (chapter 8), building an organization (chapter 5) and the "Dear Jane" letter to a new leader (conclusion).

For those who would like to become CEOs and heads of divisions of large, disparate organizations, Mr. Bossidy's many anecdotes from his experiences at Honeywell International about how to do the leader's job will provide a valuable model that can be used repeatedly. In many such organizations, there are no good leadership examples and this book can help fill the gap.

Execution addresses these problems: First, many company and division heads have little knowledge about the businesses or the most important functions and processes needed to prosper. Boards, for example, often bring in a brilliant person who has performed as a "role player" elsewhere, and they cannot scale up into the CEO job. When a company has had poor leadership, its processes and organization also become weak and it's hard to get anything done. It's hard to fix that problem. It took years at AlliedSignal and can be quickly lost (which happened in the two years after he retired the first time). That's why Mr. Bossidy had to come back to restore execution (as he means it) at Honeywell International. Lacking these perspectives, the business system is misdirected (see The Fifth Discipline).

Second, many leaders make bad assumptions about their circumstances. Acting on those assumptions makes matters worse.

Third, companies plan to pursue strategies for which they lack the processes and organizations to implement. The strategies need to match the ability to execute.

I was uncomfortable with many of the examples. The unending praise of Dick Brown at EDS didn't seem to make any sense knowing that EDS's stock melted down and he was asked to leave. He was in big trouble when "Execution" was written, having encouraged his people to grow by taking on large, unprofitable new accounts. It seems like he might have been executing the wrong strategy, one that couldn't be executed. Most of the "failure" examples are anonymous which makes them less credible and less compelling. Finally, Dell is heralded for executing very well (which it certainly does). However, in describing how the company has evolved its business model to outperform competitors, "Execution" fails to notice that its business model innovation has been essential to success. No competitor has this strategic advantage.

I suspect that you would do better to read Good to Great for getting ideas related to improving effectiveness.

After you finish this book, ask yourself what one thing you could improve would make the most difference in your organization's performance over the next week, month, quarter, year and three years.

Gives a very good message & many of the answers
As the book says "putting an execution culture in place is hard, but losing it is easy" – Bossidy put one in place at Honeywell and then retired in 1999. In 2001 they invited him back, because they'd lost it. I'd have liked to have understood more about what went wrong, and how to prevent a repetition.

There's great emphasis on facing reality, setting clear goals, and dealing with underperformers – a good message.

Under 'know your business' & Strategy Reviews, I didn't see any emphasis on another aspect of reality - 'marketing hype'. I was once presented with an approved Business Plan for a Canadian subsidiary that projected to achieve 35% market penetration in 3-5 years. Turns out the Marketing team hadn't studied the demographic realities of Canada, and had simply re-used some US Statistics, and arbitrarily adapted them. That was a strong lesson they learned from me, and I'd have been well pleased to see something similar in here.