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Rapid Realignment: How to Quickly Integrate People, Processes, and Strategy for Unbeatable Performance Hardcover – June 5, 2012


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Rapid Realignment: How to Quickly Integrate People, Processes, and Strategy for Unbeatable Performance + The Power of Alignment: How Great Companies Stay Centered and Accomplish Extraordinary Things
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Product Details

  • Hardcover: 256 pages
  • Publisher: McGraw-Hill; 1 edition (June 5, 2012)
  • Language: English
  • ISBN-10: 0071791132
  • ISBN-13: 978-0071791137
  • Product Dimensions: 1.1 x 6.3 x 9.2 inches
  • Shipping Weight: 1 pounds (View shipping rates and policies)
  • Average Customer Review: 4.8 out of 5 stars  See all reviews (6 customer reviews)
  • Amazon Best Sellers Rank: #97,464 in Books (See Top 100 in Books)

Editorial Reviews

About the Author

DR. GEORGE H. LABOVITZ is the founder and CEO of ODI, an international management training and consulting company, and professor of management and organizational behavior at the Boston University Graduate School of Management.
VICTOR ROSANSKY is cofounder and president of LHR International, Inc. He has more than 25 years of experience as a consultant, helping Fortune 500 clients to drive rapid strategy deployment and alignment.


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Customer Reviews

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Labovitz, G. & Rosansky, V. (2012).
tim vanderpyl's blog
That Main Thing as a whole must be a common and unifying concept to which every unit can contribute.
SurveyTelligence
A recommended read to any size business owner.
doqtorno

Most Helpful Customer Reviews

4 of 4 people found the following review helpful By tim vanderpyl's blog on July 2, 2012
Format: Hardcover Verified Purchase
Book Review: Rapid Realignment
June 10, 2012 Leave a comment
Alignment is one of those intuitive things that is easy to write about but much harder to practice. Of course HR, Finance, Communications, Operations, and Sales should be aligned towards the same goals/directions. No one is going to argue they should not be. But many organizations are full of silo-ed departments that are not aligned, and that creates numerous difficulties for them as these departments pull the organization in varied directions simultaneously. George Labovitz and Victor Rosansky recently published a book specifically on the subject of realignment. In Rapid Realignment: How to Quickly Integrate People, Processes, and Strategy for Unbeatable Performance, Labovitz and Rosansky build on their previous best-selling work and provide many practical ways for leaders to realign their organizations.
The book is broad in scope, and touches on numerous organizational issues such as social media, continuous quality improvement, culture, employee engagement, strategic planning and many more. Each of the aforementioned topics could be a book in themselves, and that broad scope dilutes its usefulness a bit. The authors do cite a number of case study stories, and I loved those. These short anecdotal stories bolster their thoughts and research by providing pragmatic examples of continuous alignment. I just wish they would have expanded those more as we could have learned much from the alignment efforts of the companies they researched.
I especially enjoyed the social media chapter and their thoughts on how companies can bolster their vertical and horizontal alignment by harnessing the power of social media. It was a thought-provoking, engaging, and well-written chapter on the subject.
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Format: Hardcover
Managers concerned with business strategy-and which ones are not?-know that strategy is not something you do once or even every few years, you do it all the time. A commonly used misleading phrase is, "A mediocre strategy well executed is better than a great strategy poorly executed". The duality of strategy development and strategy execution is axiomatic. Richard Rumelt, author of Good Strategy, Bad Strategy describes the kernel of good strategy as being Diagnosis-Guiding Policy-Coherent Action. Rapid Realignment: How to Quickly Integrate People, Processes, and Strategy for Unbeatable Performance is the book you need to insure effective coherent action.

As a strategy teacher, I try to instill in the minds of my students that strategy is a state of mind, a process, rather than an act. As a state of mind, it's inevitable that implementation will lead to strategy readjustment in real time. Results will inform strategy and those readjustments to guiding policy. This book provides the means by which managers can progress 'The Main Thing' and the integration of strategy with the delivery of customer value, through the processes of the company by the people who work in it.

I have to declare that I worked with the authors over many years and am acknowledged by them in the book. This may lead you to suppose that I am partial. Of course I am, but the advantage of my close knowledge of their work is that I have seen it work time after time in many business situations. My privileged position means that when I say that this stuff works, I know it does.

So often the company's capabilities are exceeded by customer requirements.
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2 of 2 people found the following review helpful By SurveyTelligence on July 18, 2012
Format: Hardcover
New Leadership Book Review: Rapid Realignment

Spend some quality time with the new book, Rapid Realignment, and you'll learn how to ensure that your strategy, customers, processes and people work seamlessly together in the service of customers and that those four elements continually realign in the face of constant change.

The authors, Dr. George H. Labovitz and Victor Rosansky, share throughout the book a series of case studies from Federal Express, Quest Diagnostics, Navy Hospital at Camp Pendleton, Farmington Savings Bank and a host of other organizations who have stepped up to the challenge of rapid realignment.

Key takeaways from the book include:
*Vertical alignment describes a condition in which every employee can articulate the enterprise's strategy and explain how his or her daily work activities support that strategy.
*Each organization must have a Main Thing. That Main Thing as a whole must be a common and unifying concept to which every unit can contribute. Each department and team must be able to see a direct relationship between what it does and this overarching goal. And, the Main Thing must be clear, easy to understand, consistent with the strategy of the organization, and actionable.
*Growth and profits are surely the ultimate aim of every business organization, but they are outcomes of succeeding with the Main Thing.
*Good bosses understand the value of giving subordinates a long leash. In addition, best bosses listen, back up their employees, trust and respect their employees and provide feedback to employees.
*Leaders foster engagement when they listen to their employees, create a common purpose, and give people greater ownership of their work.
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