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)
Cuts to the heart of what business folks need to think about to be successful. Drones a bit though, so you have to be patient to get the value here.
The book does not spend enough time giving a framework as to how to make the changes needed for Execution.
I felt that I had the books read after the first couple of stories from the author. I have not applied anything from the book in my work-life since reading it.
I have some books as Yes! by Robert Cialdini, 7 habits by Stephen Covey what are in my favorite library!
This is just a great book in either audio or print.
Execution is about managing to get things done. I found it excellent. It's cases and there are lots of them are around big business management situations at places like GE and I thought that might be a problem but they are familiar in any situation. The principles are clear and well organized. A must read for anyone needing to get things accomplished.
This book started off slow as I bought it wanting concrete information on execution. It turned out to be about corporate strategies and management evaluation. Very little was on execution outside of the corporate management scene. I almost shut it off a third of the way through, but stuck with it. It got better in the middle. It had many case studies of CEO's that I enjoyed, but again not really in line with the title. It was too long for the points they were trying to make and should have been titled, "Getting things done in a corporate setting". Overall it was just OK for me.
"Execution" has a very good message about how to get things done. It clearly explains how to get from strategy to tactics, and sets the bar high for any executive that aspires to be a great leader. The audiobook adaptation is very well done, with three different voices (the two authors and a narrator) providing a good variation. Unfortunately, the book has several downsides: the examples of great companies were written in 2002 and some of these have had disappointing financial results due to not-so-great execution in more recent years, there are too many examples and mini-cases in the book that are not always relevant, and the book at times sounds too much like a Bossidy-hyping event. I would have gotten the point in an abridged version of less than 4 hours, instead of the excruciating 8 hours that this unabridged version takes out of your busy schedule.
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