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Execution: The Discipline of Getting Things Done Hardcover – Jun 4 2002


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Product Details

  • Hardcover: 320 pages
  • Publisher: Crown Business; 1 edition (June 4 2002)
  • Language: English
  • ISBN-10: 0609610570
  • ISBN-13: 978-0609610572
  • Product Dimensions: 24.1 x 14.7 x 2.3 cm
  • Shipping Weight: 9 g
  • Average Customer Review: 3.5 out of 5 stars  See all reviews (131 customer reviews)
  • Amazon Bestsellers Rank: #14,335 in Books (See Top 100 in Books)


Inside This Book (Learn More)
First Sentence
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
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Front Cover | Copyright | Table of Contents | Excerpt | Index
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Customer Reviews

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1 of 1 people found the following review helpful By John Lacey on July 16 2004
Format: 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.
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By Alain on April 30 2012
Format: Hardcover Verified Purchase
I saw this book in a LEAN conference training and among a large amount of business books related to business management , this one oriented CEO approach is one of the best books i read in my life. It's a life-changing book that will surely help you reach high management jobs.
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Format: 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.
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By Amazon Customer on Aug. 16 2002
Format: 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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6 of 6 people found the following review helpful By Timothy Pierce on Jan. 22 2004
Format: Hardcover
Execution is a fresh of breath air, especially after reading so many business books about 'vision', where the entire book is all 'vision' and no 'substance'. The two authors of the book do know something about creating realistic plans, linking actual operational considerations with goals for achievement, and getting down to a real rubber-meets-the-road approach to planning. In fact, the later chapters about creating strategic plans and tying those plans to the operating plan and budget in a realistic manner are, in my opinion, by far the best the book has to offer, and make the book well worth the read.
Where I wish they had broadened the scope of the book is to cover effective execution at lower layers of the corporate hierarchy - almost the entire book takes place at, and really applies to, the CEO/EVP/VP level of fortune 500 companies. It rarely if ever covers strategies that work for managers of smaller busines units or groups, or who work in smaller companies. In both cases, the strategies in this book, while still being valuable as theory, lose their practical value. It becomes clear as you read the book that the authors have no real experience with those levels/companies, and I think the book suffers for it.
Overall, I think this book is worth the read, but I can't bring myself to give it five stars.
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4 of 4 people found the following review helpful By A Customer on Jan. 15 2006
Format: Hardcover
This book does a good job of identifying the processes involved in executing strategy. A real plus of the book is the considerable experience that both authors bring to the table. One negative aspect is the extensive use of "storytelling" by the two authors. While some of these antedotes are useful, many having the feeling of "I told you so's". While I would recommend this book, I certainly wouldn't tailor my organizations strategy around it.
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4 of 4 people found the following review helpful By Michael Erisman on July 9 2004
Format: Hardcover
This is perhaps one of the best business books I have ever read. Unlike many books which use extensive academia and complex formulas which rarely see the light of day or work well outside of a controlled environment, this book is simple. That said this simplicity can be a bit deceiving. When I worked for GE, as did Bossidy and Jack Welch, the concepts which turned that business into a global leader in industry were remarkably simple. It wasn't the simplicity of the ideas, but rather the ability to get a hundred thousand people executing flawlessly on them that makes the difference.
In the book Bossidy describes how he personally would ensure execution occurs within his businesses. Start with the right people. Too many times we assume people are merely interchangeable cogs, but great business leaders who get results know differently. Chapter 5 discusses the responsibility and focus required to ensure the right people are in the right jobs. Even as a CEO he spent up to 40% of his time on developing and hiring the right people.
Another interesting aspect is the ability to speak directly and level set expectations and have a firm grasp on reality, regardless of how painful that reality may be at the time. Throughout the book is example after example that illustrates the value of direct conversation and clear feedback and communication. As you read the book, look for not only the content of what is discussed, but how it is discussed. Nearly always the method is to truly listen and engage people in a dialog which will set expectations, and ensure misunderstandings or mixed messages are limited. This allows people to focus on what needs to be done instead of being distracted with politics and other non value added issues.
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