Larry Bossidy is one of the world's most acclaimed CEOs, with a track record for delivering results. Ram Charan is a legendary adviser 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 one guide on how to close the gap between results promised and results delivered.
The discipline of execution means 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.
Executive Producer: Laura Wilson
Producer: David Rapkin
Original Jacket Design: David Tran
©2002 Crown Business
(P)2002 Random House, Inc.
"A terrific book that will make smart managers rethink how business gets done within every level of their organization or department." (Publishers Weekly)
"A great practitioner and an insightful theorist join forces to write a compelling business story of 'how to get it done.'" (Jack Welch)
Being new to the management ranks I found this book to provide guidelines that all managers should use. When talking with seasoned managers their comments were "this is all common sense." Yes, it is common sense, but it is about using your common sense to get projects done. That is what this book points out to the listener.
If you enjoy in listening to a few big shots telling war stories about how things were done at Honeywell, or other very large corporations, then this book might be for you. However, you might not find this book too helpful on a personal level. Unless you are a CEO in a large corporation there does not seem to be any practical application to the author's advice.
For any business this is a good review for some and a beginning for others. I have seen some of this book in action and the system works. I would recommend this book for anyone looking for an overview on trying to get accountability and an understanding of how people should work.
This book was a fascinating look at one pair's ideas about getting business done. Their ideas, plans and strategies seemed logical and fair with tremendous toughness. What I liked was that there was focus on the need to make employees successful in order to gain success in a business. Some managers I have met did not understand that.
In Execution strategy, fast trackers were identified and groomed for success. The scary part was the inference of a sort of Darwinism--fail and you're vanquished. The bottom line is everything in this tough economy and world. Culling out those who can make 'success' is the goal of top management.
I liked the idea of a top boss that actually tracks the day-to-day operations of his empire. It was refreshing after the Ken Lay style of 'noblesse oblivious.' As a worker bee, I was attracted to the idea of management that took responsibility for the situations and results that their decisions had created. I also liked the idea of management that operated in 'reality.' They were not afraid, in fact encouraged hearing the truth from their subordinates. Management can not manage successfully on the basis of misinformation.
Clear, refreshing, straightforward--though I am not sure I would listen to it again. Technically, there were some problems with the production. In the audio version of the book the reading was performed by three voices. The professional voice and Bossidy were terrific. Charan was a real problem to understand. His heavy accent, mispronunciation of words or placing the accent on the wrong syllable was impossibly difficult at times. I would turn up the volume all the way and still could not decipher some of what he said. This was the first audio book I had encountered that had production problems that made understanding difficult.
This book has some good stuff in it interrupted by long sections full of generalities. The book is best when it examines concrete examples, like the one about Dell in the sample. I bought the book based on the sample, so I was disappointed that it frequently drifts into generalities. The sections read by Larry Bossidy are generally very engaging, those read by the narrator are mostly boring, and the sections read by Ram Charan are almost incomprehensible because of Mr. Charan's tedious accent.
No original or interesting ideas, as well as poor reading by the authors, make this one of the worst audiobooks I've ever bought. Really, really bad. Don't get this book.
They must've got in good with Covey because listening to this thing made me wanna' execute myself! It has good information but nothing groundbreaking. Perhaps better read than heard.
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