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Executing Your Strategy: How to Break It Down and Get It Done
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Top Customer Reviews
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.Read more ›
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.
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!
Most Recent Customer Reviews
With the Hindsight, using Lance Armstrong as an example for how to better execute strategy seems like a very bad idea and counter to the very title of the book. Read morePublished on October 17, 2013 by Amazon Customer
Being in a non-managerial role (IT), this book did managed to kept me engaged and I read with very few breaks. Very informative with plenty of examples.Published on June 30, 2013 by KI
It is a great book, i think every business man and every business student need to read and learn itPublished on June 22, 2013 by Babak
This book brings a practical perspective on how to break down strategic planning into small manageable and executable actions. Read morePublished on September 26, 2012 by aviroga
This reviewer concurs with most of the others reviews in their coverage and ratings of this book, i.e. Read morePublished on June 6, 2012 by Fred Cheyunski
If you need help figuring out how to plan to motivate your company, this book is very informative. It helped me in planning for my own job.Published on November 4, 2009 by Jason Bertran Blackmon
These days you find books that study the market and behavior of organizations and find good practices, try to formulate the good/bad and do/don't with a lot of valuable examples... Read morePublished on March 5, 2009 by H. Ali Abdulaal
The book's theme as articulated in the introductory chapter is a good one: organizations often fail to implement their strategies due to failure to convert strategies into... Read morePublished on November 21, 2008 by Frontier Accountant