- Paperback: 276 pages
- Publisher: Wiley-Blackwell; 1 edition (April 7, 2000)
- Language: English
- ISBN-10: 0631217673
- ISBN-13: 978-0631217671
- Product Dimensions: 7.1 x 0.6 x 10.1 inches
- Shipping Weight: 1.3 pounds (View shipping rates and policies)
- Average Customer Review: 1 customer review
- Amazon Best Sellers Rank: #5,316,929 in Books (See Top 100 in Books)
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Managing Strategy Implementation 1st Edition
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"As managers have increasingly come to recognize, implementation is the key to superior business performance. Yet, most books on strategy continue to focus on the 'what to', while glossing over the 'how to'. This book admirably fills the gap. Both managers and management academics will find Managing Strategic Implementation very useful in thinking about the processes and tasks of translating strategy into effective organizational action." Sumantra Ghoshal, London Business School.
From the Back Cover
Strategy according to Percy Barnevik, Chairman of ABB, is 10 per cent vision and 90 per cent execution. Yet standard textbooks of strategic management are decidedly light in terms of their treatment of the organizational issues which frequently derail change initiatives.
Managing Strategy Implementation collects the insights of leading practitioners and academics experienced in executive education in a volume that explicitly examines the organizational issues. The book is divided into four sections, dealing respectively with new models of the process of strategy implementation, key roles in the strategic change process, and success factors in strategy implementation.
Topics include the narrative of strategic change, management of uncertainty, the role and utlity of consultants as well as emotional intelligence, the leadership of learning, the role of teams in implementation and the public sector context.
A detailed treatment of the emotional world of implementation is given which includes consideration of the stress issues involved, plus a detailed treatment of the middle manager as both architect and potential saboteur of change. The final section focuses on practice and the enablers of successful strategy implementation.
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