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Execution is "the missing link between aspirations and results," and as such, making it happen is the business leader's most important job. While failure in today's business environment is often attributed to other causes, Bossidy and Charan argue that the biggest obstacle to success is the absence of execution. They point out that without execution, breakthrough thinking on managing change breaks down, and they emphasize the fact that execution is a discipline to learn, not merely the tactical side of business. Supporting this with stories of the "execution difference" being won (EDS) and lost (Xerox and Lucent), the authors describe the building blocks--leaders with the right behaviors, a culture that rewards execution, and a reliable system for having the right people in the right jobs--that need to be in place to manage the three core business processes of people, strategy, and operations. Both Bossidy, CEO of Honeywell International, Inc., and Charan, advisor to corporate executives and author of such books as What the CEO Wants You to Know and Boards That Work, present experience-tested insight into how the smooth linking of these three processes can differentiate one company from the rest. Developing the discipline of execution isn't made out to be simple, nor is this book a quick, easy read. Bossidy and Charan do, however, offer good advice on a neglected topic, making Execution a smart business leader's guide to enacting success rather than permitting demise. --S. Ketchum
From Library Journal
Steven J. Mayover, Philadelphia
Copyright 2002 Reed Business Information, Inc.
LARRY: My job at Honeywell International these days is to restore the discipline of execution to a company that had lost it. Read the first page
Concordance
Front Cover | Copyright | Table of Contents | Excerpt | Index
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1 of 1 people found the following review helpful:
2.0 out of 5 stars
Standard business consulting verbiage,
By
This review is from: Execution: The Discipline of Getting Things Done (Hardcover)
I was hoping that this was a down-to-earth book with interesting and useful ideas like Built to Last or No Excuses Management. Alas, it's just a standard, boring, fluffy business book filled with many more words that are called for. It might be worth reading if you're stuck on an airplane with it.
5.0 out of 5 stars
A BOOK YOU MUST READ,
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This review is from: Execution: The Discipline of Getting Things Done (Hardcover)
It is a common fallacy of business, especially big companies, that the management does those in-the-sky thingies like relationship management, strategy development, hobnobbing with the big tykes etc (depending on which industry the firm is in.) The reality is, most "leaders" think they don't have to roll up their sleeve and "execute". They believe their buck stops at "strategizing". At the end of the day, you bet on people, not on strategies. Strategies are intellectually simple; their execution is not simple. The question is, can you execute? That's what differentiates one company from another. I thought this book would be about doozy ideas rehashed to be a "business book". But I found the book a common sensical narrative of HOW the executives mentioned (from AT&T, GE, Colgate-Palmolive, J&J etc -- some more successful than others) actually managed their delivery and ascent. Brilliant book. Simply, fluently written. You can finish in the course of a laid-back Sunday afternoon lunch.
3.0 out of 5 stars
Disappointing,
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This review is from: Execution: The Discipline of Getting Things Done (Hardcover)
This book was recommended by a friend. I was very disappointed. Every chapter, I kept thinking, "Well, Duh!" Anybody who's been in business for more than two years already knows this stuff. I showed it to my boss, someone I consider a paragon of execution, and he basically said the same thing.I find books on coaching, communications and language, listening skills, psychology, teamwork, sales, NLP and the learning organization much more useful. One I particularly like is "Games Business Experts Play". "Execution" will tell you *that* you need to close the knowing-doing gap. "Games Business Experts Play" will teach you *how* to close it.
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