Execution: The Discipline of Getting Things Done
| Author | : | |
| Rating | : | 4.59 (522 Votes) |
| Asin | : | 0609610570 |
| Format Type | : | paperback |
| Number of Pages | : | 320 Pages |
| Publish Date | : | 2016-03-31 |
| Language | : | English |
DESCRIPTION:
the other two thirds focusing on strategy and people processes are great. They all have to be in sync to J. Barnes This is severely dated at this point, and their knowledge of how IBM was run under Sam Palmisano is woefully incorrect. If you can ignore the first 3rd of the book, the other two thirds focusing on strategy and people processes are great. They all have to be in sync to move forward, but gone are the days of the line manager being pushed down from above to make all the decisions, instead it is up to the players to make the decisions.. Leadership - Getting things Done Bossidy and Charan dive into the critical gap of getting things done in this management classic. Focused on execution, the authors discuss the critical components for leadership within an execution/get stuff done environment. Pointing out the failures of hands off management, ivory tower thinking and micromanagement, the emphasis is on those critical elements that combine the what needs to be done and who needs to do it to execute on a business strategy or operational. like voice, are inconsistent Austin J. Walker After reading this book in one sitting, I am not entirely certain what it brings to the table that an experienced leader would not already know.The basic premise of the book is that success in business comes down to how people, plans, and operations work together and execution is based on those core processes. In other words, leaders need to know their people, what their people need to do, and how their people do it. In all honestythis seems incredibly basic.Though th
Developing the discipline of execution isn't made out to be simple, nor is this book a quick, easy read. 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
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. 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. 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. Putting an execution culture in place is hard, but losing it is easy. This kind of effective operating process goes way beyond the typical budget exercise that looks into a rearview mirror to set its goals. Accomplishments such as 31 consecutive quarters of earning