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

4.1 out of 5 stars 27 customer reviews
ISBN-13: 978-1591399568
ISBN-10: 1591399564
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Editorial Reviews

About the Author

Mark I. Morgan is CEO of StratEx Advisors, Inc., and lead author of Executing Your Strategy. He has thirty-plus years of industry experience in business start-ups, business development, management, leadership, and project, program, and portfolio management.

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Product Details

  • Hardcover: 304 pages
  • Publisher: Harvard Business Review Press (January 7, 2008)
  • Language: English
  • ISBN-10: 1591399564
  • ISBN-13: 978-1591399568
  • Product Dimensions: 1 x 6.5 x 9.5 inches
  • Shipping Weight: 1.3 pounds (View shipping rates and policies)
  • Average Customer Review: 4.1 out of 5 stars  See all reviews (27 customer reviews)
  • Amazon Best Sellers Rank: #92,244 in Books (See Top 100 in Books)

Customer Reviews

Top Customer Reviews

By Christophe Lambert on January 3, 2008
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.
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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.
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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!
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Format: Hardcover Verified Purchase
There are millions of projects that fail each year due to lack of execution on strategy. Many projects find it difficult to transition from purpose to goal, culture to structure, metrics, strategy, projects and then to operations. The largest hurdle is being able to fit projects to the culture and using metrics that actually measure. The authors go on to outline the Strategic Execution Framework (SEF) that is the core to project success. The SEF is also the foundation to the Stanford University program on Advance Project Management. One of the core values is selecting the right projects, where effective strategy is choosing to do the right things and execution is doing those things right. One of the key aspects of this book is how it dives into the decision making process in that a company cannot do it all, so you must make choices that are non biased and lead to an effective use of resources. Another key area that is discuss is how many companies do not know when to stop a failed project and do have the right milestones in place to measure when it might beneficial cut the severed artery and stop the blood loss. Overall, this is a great book for learning how to go from a good project manager to a great project manager. There is an expectation that the reader has performed as a project manager at some point in their career. Overall really good book.
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