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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.
- Sales Rank: #10700 in Books
- Brand: Crown Business
- Published on: 2002-06-15
- Released on: 2002-06-04
- Original language: English
- Number of items: 1
- Dimensions: 9.50" h x 1.05" w x 5.82" l,
- Binding: Hardcover
- 320 pages
- Great product!
Amazon.com Review
Disciplines like strategy, leadership development, and innovation are the sexier aspects of being at the helm of a successful business; actually getting things done never seems quite as glamorous. But as Larry Bossidy and Ram Charan demonstrate in Execution, the ultimate difference between a company and its competitor is, in fact, the ability to execute.
Execution is "the missing link between aspirations and results," and as such, making it happen is the business leader's most important job. 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 system for having the right people in the right jobs--that need to be in place to manage the three core business processes of people, strategy, and operations. Both Bossidy, CEO of Honeywell International, Inc., and Charan, advisor to corporate executives and author of such books as What the CEO Wants You to Know and Boards That Work, present experience-tested insight into how the smooth linking of these three processes can differentiate one company from the rest. Developing the discipline of execution isn't made out to be simple, nor is this book a quick, easy read. Bossidy and Charan do, however, offer good advice on a neglected topic, making Execution a smart business leader's guide to enacting success rather than permitting demise. --S. Ketchum
From Library Journal
Bossidy, an award-winning executive at General Electric and Allied Signal, came out of retirement to tend to Honeywell (and bring it back to prominence) after it failed to merge with General Electric. Charan has taught at Harvard and Kellogg Business Schools. Collaborating with editor and writer Burck, they present the viewpoint that execution (that is, linking a company's people, strategy, and operations) is what will determine success in today's business world. Bossidy and Charan aver that execution is a discipline integral to strategy, that it is the major job of any business leader hoping not just to be a success but to dominate a market, and that it is a core element of corporate culture. Details of both successful and unsuccessful executions at corporations such as Dell, Johnson & Johnson, and Xerox, to name a few, support not only their how-to method for bringing execution to the forefront but also the need for it. Each author addresses specific topics in paragraphs that begin with either "Larry" or "Ram," and this easy style adds to the appeal of a very readable book. Recommended for academic and public libraries.
Steven J. Mayover, Philadelphia
Copyright 2002 Reed Business Information, Inc.
Review
“If you want to be a CEO—or if you are a CEO and want to keep your job—read Execution and put its principles to work.”
—Michael Dell, chairman and CEO, Dell Computer Corp.
“Good practical insight and advice on managing for results at firms of any size. Execution is key, and this book clearly explains what it means and how it brings together the critical elements of any organization—its people, strategies, and operations.” —L. R. Raymond, chairman and CEO, Exxon Mobil
“The best-thought-out plans in the world aren’t worth the paper they’re written on if you can’t pull them off. And that’s what this book is all about. Execution: The Discipline of Getting Things Done is well written and gives sound, practical advice about how to make things happen. It is well worth the reading.” —Ralph S. Larsen, chairman and CEO, Johnson & Johnson
“Larry Bossidy recognizes how execution in a business defines the true greatness of a company. He captures a lifetime of building winning formulas and puts them in a simple and practical context for executives at any level. Read it!” —Ivan Seidenberg, president and co–chief executive officer, Verizon
“For those managers who have struggled to make it happen, fix a problem, get it done—or otherwise transform winning strategies into genuine results—here’s the missing medicine from two who know from long experience what works and what doesn’t. Larry Bossidy and Ram Charan offer a compelling leadership prescription, and it comes down to realism, discipline, and above all, great execution.”
—Michael Useem, professor of management and director of the Center for Leadership and Change, Wharton School, University of Pennsylvania
“Larry Bossidy and Ram Charan define the true meaning of leadership from an implementation point of view. Larry is the expert on productivity in the world of business, and this book demonstrates how leadership is the key to achieving ongoing financial success.” —Richard Schroeder, cofounder of Six Sigma Academy
Most helpful customer reviews
415 of 431 people found the following review helpful.
The Discipline of Getting Done With This Book
By Andrew Schonbek
My dogged desire to get through this book ruined the first half of a windsurfing vacation in Aruba.
It's very, very dry going, and at the end one wonders what, if anything the authors really had to say.
It sounds on the surface like cutting edge management practice. For instance Bossidy and Charan introduce the concept of "the social software of execution" as a key element for creating the framework for cultural change in the organization. They go on to elaborate, "A key component of software is what we call Social Operating Mechanisms". At this point I was on the edge of my chair, ready to absorb what was being teed up as an idea of potentially transformational impact. So what are Social Operating Mechanisms? The authors go on to explain, "These are formal or informal meetings, presentations, even memos or e-mail exchanges - anywhere that dialogue takes place".
Wow - this is really deep stuff...
One wonders why the authors don't simply refer to communication rather than Social Operating Mechanisms. And, as a separate matter, the lack of literacy is surprising. Since when, for example, are memos and e-mail exchanges places?
Stripped of all of this, what the authors have to say is simple common sense that can be summarized as follows:
* Successful companies have the important ability to get things done (or execute).
* Good leadership (knowing people, setting clear goals, following through, etc.) is a prerequisite of execution.
* Reward systems, communications, and feedback processes need to foster action and provide incentives for getting things done.
* Some people are more capable than others are to get things done. These are the people that should be put in positions of authority in the organization.
* Strategic plans need to reflect the real world and link to operational plans. They also need to be tested for feasibility in the context of the organization's capabilities.
None of this is rocket science, that is until one begins to cloak it in management techno speak such as that described above.
And one more thing. The editor should have had a "robust conversation" with the authors about their overuse of the word "robust". It's really annoying.
6 of 6 people found the following review helpful.
Manage or lead? Bossidy says leaders must manage!
By TOMMY C ELLIS
Bossidy's Execution was one of five books assigned for a seminary leadership course. Yes, churches have come to realize that intelligent management practices are applicable to religious organizations.
The author's basic premise is that the old Leadership vs. Manager dichotomy is a false one. Visionary leaders who are "hands off" set their organizations up for failure. The tendency of departments is to promote their own agendas and cover their weaknesses. Those who oversee them must know enough about the people and activities under their charge to catch when things are going wrong. Further, true leaders need to be involve themselves in the details enough that they are setting the agenda, rather than allowing components of the organization to set disparate ones.
Proper execution is the current business buzz and trend. Yet, there is validity to the notion that leaders need to direct key details as well as the big vision.
Bottom-line: Execution was clearly geared for the business world. Yet the basic argument that leaders must dream dreams, but also direct the primary details, is important. For us non-business leaders, this may not be an enjoyable read. We overlook the author's warnings at our own peril, however. Bossidy offers us a leadership set of side and rearview mirrors--allowing us to see our blind spots.
1 of 1 people found the following review helpful.
Simple Wisdom But Profound
By Andrew J. Guinosso
The book that Messrs. Bossidy and Charan have co-authored is a unique blend of practical advice and real business experiences drawn from several industries. It is especially powerful because it is superbly structured, easy to read, and free of jargon. There are many important messages in the book, almost one on every page. The key message is that corporate management has three principal goals: picking other leaders, setting strategic direction, and conducting operations. I believe that companies and organizations can use many of the ideas in this book to re-shape their thinking and to help change their corporate cultures and processes. In my years in corporate management, I came to recognize that the most important leadership challenge is that of identifying, developing, and selecting the future leadership team for a company. Picking great leaders can be a real challenge for any company and for any leader. I encourage all leaders to read this important book and to use it as a catalyst for change. There is much to be learned from this book and much to be reflected upon. Simple but profound.
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