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

Críticas:

"Galpin has zeroed in on one of the toughest challenges facingbusiness management today: how to implement what has been planned.Making Strategy Work offers practical recommendations forconverting 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 theircorporations toward successful strategic change. His twelveinfluence systems identify the core elements of effecting change intoday's corporation, and explain the dynamic between managementprocess and employee behavior." -Jess Wilson, director of planning, Gap Inc. "After many frustrating years of trying to implement strategicchange, I finally found, in Tim Galpin's book, a framework that canensure success. I have already introduced his influence systemsinto our organization and am confident it will make us moresuccessful in this extremely competitive world." -Jack Beal, humanresources vice president, ARCO Products Company "Tim Galpin's analysis of the need for a systematic, integratedapproach to realigning existing organizational influence systemswith newly adopted business strategies should be required readingfor all corporate executives." -Richard G. Evans, executive vicepresident, Green Tree Financial Corporation "In order for strategy to come to life in an organization, theleaders who must make it happen must also create it and takeownership of it. Strategy discussions need to be part of the agendaat monthly staff meetings and the results have to be tied totangible rewards. Tim Galpin's useful book offers keen insights onhow to do just that." -Edna Morris, president, Quincy's FamilySteakhouses

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.

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