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Execution: The Discipline of Getting Things Done
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MSRP: $27.50
Your Price: $18.15
Savings: $ 9.35 ( 34% )
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Manufacturer: Crown Business
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Additional Execution: The Discipline of Getting Things Done Information
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The book that shows how to get the job done and deliver results . . . whether you’re running an entire company or in your first management job
Larry Bossidy is one of the world’s most acclaimed CEOs, a man with few peers who has a track record for delivering results. Ram Charan is a legendary advisor to senior executives and boards of directors, a man with unparalleled insight into why some companies are successful and others are not. Together they’ve pooled their knowledge and experience into the one book on how to close the gap between results promised and results delivered that people in business need today.
After a long, stellar career with General Electric, Larry Bossidy transformed AlliedSignal into one of the world’s most admired companies and was named CEO of the year in 1998 by Chief Executive magazine. Accomplishments such as 31 consecutive quarters of earnings-per-share growth of 13 percent or more didn’t just happen; they resulted from the consistent practice of the discipline of execution: understanding how to link together people, strategy, and operations, the three core processes of every business.
Leading these processes is the real job of running a business, not formulating a “vision” and leaving the work of carrying it out to others. Bossidy and Charan show the importance of being deeply and passionately engaged in an organization and why robust dialogues about people, strategy, and operations result in a business based on intellectual honesty and realism.
The leader’s most important job—selecting and appraising people—is one that should never be delegated. As a CEO, Larry Bossidy personally makes the calls to check references for key hires. Why? With the right people in the right jobs, there’s a leadership gene pool that conceives and selects strategies that can be executed. People then work together to create a strategy building block by building block, a strategy in sync with the realities of the marketplace, the economy, and the competition. Once the right people and strategy are in place, they are then linked to an operating process that results in the implementation of specific programs and actions and that assigns accountability. This kind of effective operating process goes way beyond the typical budget exercise that looks into a rearview mirror to set its goals. It puts reality behind the numbers and is where the rubber meets the road.
Putting an execution culture in place is hard, but losing it is easy. In July 2001 Larry Bossidy was asked by the board of directors of Honeywell International (it had merged with AlliedSignal) to return and get the company back on track. He’s been putting the ideas he writes about in Execution to work in real time.
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What Customers Say About Execution: The Discipline of Getting Things Done:
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Can't go wrong with this one. The book was cheap and on perfect conditions. It arrived on time and there were no problems, the whole transaction went smooth as It should be.
The book spends its entire tenure describing WHY execution is important but never delves into HOW to improve execution in an organization. This book reads like an extremely long blog entry. It's not a terrible read, but if you're looking for a book that contains ideas to improve your management skills or the overall management environment, this is not your book.
I love this book. This book takes practical advice to a new level above the obvious and not going into abstracts without making it executable.
Especially with the challenges I face while handling different types of people, internal and external customers in the running of a huge five star hotel that I oversee as a department head. Ram Charan and Larry Bossidy have added on to my knowledge on how best I could execute in my day to day decision making. This book is a life time tresaure for all those managers who want to excel in their respective areas of expertize. It gives some very useful practical examples of challenges faced by various senior executives in MNC's all around the world.
Without strong infrastructure and connectivity of these three elements organizations fail to do what they say they will. Absolutely brilliant. Highly recommended. In other words, they fail to execute. Getting things done is much harder than saying it. Leaders can only "execute" by managing three essential elements and linking them together - people, strategy, and operations.
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