Executing Your Strategy: How to Break It Down and Get It Done [Hardcover]

Mark Morgan (Author), Raymond E. Levitt (Author), William A. Malek (Author)

Book Description

Publication Date: January 7, 2008 | ISBN-10: 1591399564 | ISBN-13: 978-1591399568

Why do businesses consistently fail to execute their competitive strategies? Because leaders don't identify and invest in the full range of projects and programs required to align the organization with its strategy. Moreover, even when strategy makers do break their plans down into doable chunks, they seldom work with project leaders to prioritize strategic investments and assure that needed resources are applied in priority order. And they often neglect to revise the strategic portfolio to fit the demands of a dynamic environment, or to stay connected to strategic projects through completion, as new products, services, skills and capabilities are transferred into operations.In "Executing Your Strategy", Mark Morgan, Raymond Levitt, and William Malek present six imperatives that enable you to do the right strategic projects - and do those projects right. And it is no accident that the six imperatives combine to create the acronym INVEST: Ideation - Clarify and communicate purpose, identity and long range intention; Nature - Develop alignment between strategy, structure and culture based on ideation; Vision - Create clear goals and metrics aligned to strategy and guided by ideation; Engagement - Do the right projects based on the strategy through portfolio management; Synthesis: Do projects and programs right, in alignment with portfolio ; and Transition: Move the project and program outputs into operations where benefit is realized. Full of intriguing company examples and practical advice, this crucial new resource shows you how to make strategy happen in your organization.

Product Details

• Hardcover: 304 pages
• Publisher: Harvard Business Review Press (January 7, 2008)
• Language: English
• ISBN-10: 1591399564
• ISBN-13: 978-1591399568
• Product Dimensions: 6.4 x 1.3 x 9.3 inches
• Shipping Weight: 1.3 pounds (View shipping rates and policies)
• Average Customer Review: 4.1 out of 5 stars  See all reviews (23 customer reviews)
• Amazon Best Sellers Rank: #134,930 in Books (See Top 100 in Books)

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Most Helpful Customer Reviews

22 of 24 people found the following review helpful

5.0 out of 5 stars Seminal contribution to organizational alignment and strategic execution January 3, 2008

By Christophe Lambert

Format:Hardcover

While the book is titled, "Executing the Strategy" it might more accurately be titled "Organizational Alignment" - strategy being only one, albeit the most central, of the domains of the Authors' brilliant and comprehensive Strategic Execution Framework (SEF).

Readers may miss one of the more subtle but most important gifts of the book which is to recognize that most failures in strategic execution come from not managing the interfaces between the various domains of the corporate organism, defined in the SEF: Ideation (Identity, Purpose, Long-Range Intention), Vision (Strategy, Goals, Metrics), Nature( Strategy, Culture, Organizational Structure), Engagement (Strategy, Portfolio Management), Synthesis (Portfolio Management, Program Management, Project Management), and Transition (Program Management, Project Management and Operations).

Theory of Constraints and Six Sigma aficionados take note: the greatest unaccounted for source of variability in organizational performance occurs at the interfaces between these SEF domains. Today, most organizations do not manage these interfaces at more than a superficial level, if at all. Further, the strategy domain directly interfaces with more areas of the corporate organism than any other: culture, structure, goals, metrics, and portfolio. It is no wonder that 70-90% of companies are consistently failing to execute strategies successfully.

The book succeeds well in setting out the SEF, but don't expect guidance on how to go about setting vision or strategy or improving project or portfolio management, changing culture, or setting the right metrics. Rather, each of these domains represents large bodies of knowledge, and this book's purpose is to identify them, and define the interfaces between them.... The subtitle, "How to Break it Down & Get it Done" might imply the presence of more nitty-gritty how-to's than this book sets out to provide.

Another major takeaway is that the "lowly" discipline of project management will be the cornerstone of successfully executing strategy in combination with the SEF. Strategy is not just about upper management setting a bold vision in a weekend retreat and saying, "make it so". Strategic planning must account for the ripple effects through all of the organizational domains, and projects need to be chartered, resourced and managed between and within domains for the strategy to be carried off successfully.

The authors provide numerous compelling real-world examples; including many from their own consulting practices to demonstrate how correct organizational alignment leads to success and misalignment leads to failure. The authors have particular experience and success with larger organizations, where the SEF particularly shines. This book is an outstanding and seminal contribution to organizational alignment and strategic execution. Read more ›

19 of 21 people found the following review helpful

5.0 out of 5 stars EXCEPTIONALLY USEFUL AND INSIGHTFUL! December 28, 2007

By Yvette Borcia and Gerry Stern

Format:Hardcover

Books on strategy formulation are plentiful, but relatively few have been written on executing strategy. This book is a major contribution in this arena, providing an insightful path for moving from strategy to ongoing operations.

The authors provide a useful six-part model ("strategic execution framework"). As very briefly highlighted by the authors, the six parts are:

- clarifying and communicating identity, purpose, and long-term intention;
- aligning strategy, culture and structure;
- translating long-term intentions into goals, metrics and strategy;
- engaging strategy via the project investments stream;
- monitoring and continuously aligning project work with strategy; and
- transferring projects to operations.
A chapter is devoted to each of these aspects of the model. Reading the chapters will enable you to fully understand and appreciate its usefulness in operational context and from a leadership standpoint.

A keystone is the role of project management in transforming strategic intentions into operational realities.

This book is well organized, crisply written, and rich with practical content, including diagrams, tables, and rating scales to measure your organization. Overall, the authors have created a standout-achievement that will be of value to any organizational leader.

4 of 4 people found the following review helpful

5.0 out of 5 stars If you've got a strategy that need to be tweaked and then implemented, then read this book to help you accomplish your goals! March 23, 2008

By Jeff Lippincott VINE™ VOICE

Format:Hardcover

I loved this book. It discusses the essential ingredients to getting from the status quo to a new level in business. Companies need strategies to make a buck. And as time moves forward the strategies have to change in order to be able to continue to make a buck. Whether you are a founder of a startup who wants to create a dynamite business plan, or the leader of an existing business, this book will have something for you.

The book is relatively simple. It only contains 6 chapters, the topics of which include: ideation, vision, nature, engagement, synthesis, and transition. If these six terms don't jump out at you while you read this review, they will after you finish the book. Many people have trouble understanding how to take a strategy and convert it into reality. That is what this book is all about.

This book will help you figure out the best way to execute a strategy so you can do the the right things correctly. If you have to execute a strategy, then use this book to help you first figure what the right things you need to do are. And then use it to help you figure out how to do those things correctly. 5 stars!

30 of 41 people found the following review helpful

1.0 out of 5 stars Terrible! July 11, 2008

By Loyd E. Eskildson HALL OF FAME

Format:Hardcover

It's hard to get positive about a management book that begins with a ridiculous quote: "There may be a thousand little choices in a day. All of them count." Ever hear of Pareto's Law?

The first paragraph then tells us that "The spectacular flameouts of Carly Fiorina at HP, John Akers at IBM, John Sculley at Apple, and Pehr Gyllenhammar at Volvo are merely a few high-profile examples among thousands of CEOs whose strategies fail every year because of poor execution."

But it's just not true. Gyllenhammar failed because his strategy (make factory jobs less repetitious, and more interesting) created higher costs and lower quality - especially vs. the Toyota Production System. Carly Fiorina failed partly because of her abrasive personality, poor focus (her management meetings were dreaded), and lack of a quantitative approach, but mostly because her focus on creating a single sales force created poor performance, reduced accountability, and high costs; similarly, keeping the PC and printer units together allowed the latter to cover up the former's weaknesses. John Akers made three enormous strategic errors - failing to see the future in manufacturing PCs (allowing Intel to create a commodity market that IBM was unable to add significant value to), allowing Microsoft to take over the market for PC software, and not moving to solidify IBM as an overall problem-solver instead of hardware seller. Finally, John Sculley wanted to destroy Apple's competitive advantage (its easier-to-use software and uniqueness) and become a commodity PC producer selling to large corporations....

Summarizing, "Executing Strategy" makes two unrecoverable blunders in the first half-page, goes on to conclude that "something like 90% of companies consistently fail to execute strategies effectively," and then focuses the next 260 pages on good execution (extremely likely, given its flaunting of Pareto's insights) of what are highly likely to be flawed strategies.

Readers would be much better served reading material that guides deciding what business their company is in (Drucker), determining the relative roles of low costs and high quality, fast new product development (possibly each has a role in differing areas of the company), fast operational change, and how to establish a sustainable competitive advantage. Read more ›