Screen LibraryHBR guide to executing your strategy.
"Even the best competitive strategies mean nothing if they can't be executed. Yet many organizations struggle when they move from defining a strategy to implementing it. Somehow, all the careful planning falls to the side, and leaders are left wondering how to pick up the pieces. The HBR G...
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| Corporate Authors: | |
|---|---|
| Published: |
Harvard Business Review Press,
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| Publisher Address: | Boston, Massachusetts : |
| Publication Dates: | [2023] |
| Literature type: | Book |
| Language: | English |
| Series: |
HBR guides
|
| Subjects: | |
| Summary: |
"Even the best competitive strategies mean nothing if they can't be executed. Yet many organizations struggle when they move from defining a strategy to implementing it. Somehow, all the careful planning falls to the side, and leaders are left wondering how to pick up the pieces. The HBR Guide to Executing Your Strategy is here to help. This book offers leaders and managers tips and advice for how to take even the most detailed strategy and apply it throughout their organizations. You'll learn how to get employees on board with a new strategy; communicate plans effectively; identify milestones for progress toward objectives; eliminate initiatives that no longer contribute; overcome naysayers and resistance; avoid execution traps; and adjust course where necessary"-- |
| Carrier Form: | xiii, 249 pages : illustrations ; 23 cm. |
| Bibliography: | Includes bibliographical references and index. |
| ISBN: |
9781647825157 1647825156 |
| Index Number: | HD30 |
| CLC: | F272.15 |
| Call Number: | F272.15/H339 |
| Contents: |
Closing the Chasm Between Strategy and Execution : How the best executors think / What Is Execution, Exactly? : Defining key strategic terms / Why Strategy Execution Unravels-and What to Do About It : Busting five common myths / 8 Questions to Ask About Your Company's Strategy : Are we clear about how we choose to create value? / Does Your Strategy Have a Spine? : A document to show how all the pieces fit / What You Lose with Your New Strategy : Be aware of direct and indirect losses / How Aligned Is Your Organization? : Create your distinct enterprise value chain / Design Your Organization to Match Your Strategy : From capabilities to culture / Capitalizing on Capabilities : Evaluate strengths and identify areas for improvement / The Problem with Learning Is Unlearning : Break out of your current ways of thinking / How to Communicate Your Company's Strategy Effectively : Ditch the lofty purpose statements and lengthy slide decks / Good Leadership Is About Communicating "Why" : Don't get bogged down with "what" and "how" / Be Aware of the Signals You're Sending : Live into strategic change / Strategy Briefing: An Example : Translate the words into action / How to Prioritize Your Company's Strategic Projects : Have a laser-like focus on what matters most / Determine viability before you forge ahead / Start Stopping Faster : End wasteful projects faster, so you can pivot to better ones / Don't Let Metrics Undermine Your Business : An obsession with numbers can sink your strategy / The Two Types of Performance You Should Be Tracking : Strike the right balance between consistency and experimentation / Making Silos Work for Your Organization : Build bridges and institute checks and balances / How to Permanently Resolve Cross-Department Rivalries : Stop competing, start collaborating / When Shifting Strategy, Don't Lose Sight of Your Long-Term Vision : Make sure your short-term pivots match your big-picture plan / How to Deviate from Your Strategy When Crisis Hits : How to avoid, absorb, and bounce back from shocks / |