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Formulating strategy is one thing. Executing
it throughout the entire organization... well, that's the
really hard part. Without effective execution, no business
strategy can succeed. Unfortunately, most managers know
far more about developing strategy than about executing
it -- and overcoming the difficult political and organizational
obstacles that stand in their way. In this book, Larry Hrebiniak
offers a comprehensive, disciplined process model for making
strategy work in the real world.
Hrebiniak shows why execution is even more
important than many senior executives realize, and sheds
powerful new light on why businesses fail to deliver on
even their most promising strategies. He offers a systematic
roadmap for execution that encompasses every key success
factor: organizational structure, coordination, information
sharing, incentives, controls, change management, culture,
and the role of power and influence in the execution process.
Making Strategy Work concludes with a start-to-finish
case study showing how to use Hrebiniak's ideas to address
on of today's most difficult business execution challenges:
ensuring the success of a merger or acquisition. The advice
on making M&A strategies work justifies the addition
of this book to any execution toolkit.
Building the capabilities and culture
you'll need to execute: How to align your organization's
skills, resources, and culture around the strategies you're
pursuing.
Integrating long-term strategy with short-term
operations: Why managing the short-term is crucial to
the success of long-term strategy.
Ensuring robust coordination... up, down,
and sideways: Effective information sharing and cooperation:
bringing coherence and focus to execution.
Managing change, including culture change:
Avoiding "speed traps," resistance, and other
change-related problems that hurt execution.
Lawrence G. Hrebiniak, Ph.D., is a professor
in the department of Management of the Wharton School at
the University of Pennsylvania. He has been a member of
the Wharton faculty since 1976 and currently teaches courses
in competitive strategy and strategy implementation in the
Wharton M.B.A. and Executive Education programs. He held
managerial positions in the automobile industry prior to
entering academia, and is a past president of the Organization
Theory Division of the Academy of Management. For over two
years, he was one of five Wharton faculty members providing
commentaries on the Wharton Management Report, a
daily TV program on the Financial News Network.
His consulting activities and executive
development programs focus on strategy execution, the formulation
of strategy, and organizational design -- both inside and
outside the U.S. Dr. Hrebiniak's clients have included Johnson
& Johnson, AT&T, Chemical Bank, Isuzu, Dun &
Bradstreet, DuPont, the Social Security Administration,
First American Bankshares, General Motors, Chase Manhattan,
Studio Ambrosetti, Microsoft, Aventis, and GE.
Dr. Hrebiniak's current research is concerned
primarily with strategy execution and organizational design.
He is also interested in strategic adaptation as organizations
manage change and execution efforts over time to remain
competitive. He coauthored Implementing
Strategy (PHPTR 1984) and authored
The We-Force in Management
(Jossey-Bass, Inc. 1994), two other books, and numerous
articles in professional journals.
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