Making Strategy Work: Building Sustainable Growth Capability (Jossey Bass Business & Management Series)

Críticas:

"In order for strategy to come to life in an organization, the leaders who must make it happen must also create it and take ownership of it. Strategy discussions need to be part of the agAnda at monthly staff meetings and the results have to be tied to tangible rewards. Tim Galpin's useful book offers keen insights on how to do just that." - Edna Morris, president, Quincy's Family Steakhouses -Galpin has zeroed in on one of the toughest challenges facing business management today: how to implement what has been planned. Making Strategy Work offers practical recommendations for converting plans to practice by focusing on key influence systems.- -Len Farano, quality management director, Citibank, N.A. -Galpin's book is necessary reading for executives aiming their corporations toward successful strategic change. His twelve influence systems identify the core elements of effecting change in today's corporation, and explain the dynamic between management process and employee behavior.- -Jess Wilson, director of planning, Gap Inc. -After many frustrating years of trying to implement strategic change, I finally found, in Tim Galpin's book, a framework that can ensure success. I have already introduced his influence systems into our organization and am confident it will make us more successful in this extremely competitive world.- -Jack Beal, human resources vice president, ARCO Products Company -Tim Galpin's analysis of the need for a systematic, integrated approach to realigning existing organizational influence systems with newly adopted business strategies should be required reading for all corporate executives.- -Richard G. Evans, executive vice president, Green Tree Financial Corporation -In order for strategy to come to life in an organization, the leaders who must make it happen must also create it and take ownership of it. Strategy discussions need to be part of the agenda at monthly staff meetings and the results have to be tied to tangible rewards. Tim Galpin's useful book offers keen insights on how to do just that.- -Edna Morris, president, Quincy's Family Steakhouses "Galpin has zeroed in on one of the toughest challenges facing business management today: how to implement what has been planned. Making Strategy Work offers practical recommendations for converting plans to practice by focusing on key influence systems." -Len Farano, quality management director, Citibank, N.A. "Galpin's book is necessary reading for executives aiming their corporations toward successful strategic change. His twelve influence systems identify the core elements of effecting change in today's corporation, and explain the dynamic between management process and employee behavior." -Jess Wilson, director of planning, Gap Inc. "After many frustrating years of trying to implement strategic change, I finally found, in Tim Galpin's book, a framework that can ensure success. I have already introduced his influence systems into our organization and am confident it will make us more successful in this extremely competitive world." -Jack Beal, human resources vice president, ARCO Products Company "Tim Galpin's analysis of the need for a systematic, integrated approach to realigning existing organizational influence systems with newly adopted business strategies should be required reading for all corporate executives." -Richard G. Evans, executive vice president, Green Tree Financial Corporation "In order for strategy to come to life in an organization, the leaders who must make it happen must also create it and take ownership of it. Strategy discussions need to be part of the agenda at monthly staff meetings and the results have to be tied to tangible rewards. Tim Galpin's useful book offers keen insights on how to do just that." -Edna Morris, president, Quincy's Family Steakhouses

Reseña del editor:

The next-step book for managers who are charged with implementing their companys strategies. In this hands-on book, Timothy J. Galpin outlines the steps managers need to take so they can confidently implement corporate strategy within their departments and divisions and throughout their organizations. The author bridges the gap that so often exists between strategy and action, and offers the tools managers need to translate plans into results-oriented strategic change. In addition, this practical book outlines the foundations of strategic planning, presents a conceptual model for making corporate strategy work, and shows how to apply a project perspective to strategy.

„Über diesen Titel“ kann sich auf eine andere Ausgabe dieses Titels beziehen.