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However smart your business strategy is in theory, it will have little effect if you fail to carry it out. A survey by the Economist Intelligence Unit suggests that companies typically realise only about 60% of their strategy?s potential value because of failures in planning and execution. Corporate politics, personalities and turf wars, and misunderstood intentions and silo thinking combined with changing circumstances result in the strategic focus becoming dimmed or distorted. And this loss of focus is rarely noticed because few companies track performance against long-term plans. Drawing on original research, together with work carried out by London Business School, Cranfield School of Management, UCLA and consulting firms, this book outlines the ways in which organisations such as Reuters, Diageo, Pfizer, Deutsche Bank and IBM are carrying out their strategy more effectively by ? clearly identifying priorities ? considering the deployment of resources well in advance ? monitoring performance continuously ? breaking strategy down into easily achieved objectives ? intensive team-based coaching that ensures everyone understands their role an priorities ? fostering a risk-friendly culture that encourages freedom of action if it supports key strategic goals. Contents: Setting the scene ? The problem defined: vision is nothing without execution ? Looking back: British Airways ? Looking back: General Electric ? Looking at the present: Domaine Chandon ? Looking at the present: case examples in this book ? Friction ? General Electric: turning slogans into mantras in Hungary ? Pfizer: dealing with discordancy ? Friction: the military provenance ? Friction: the business version ? Strategy: the make-or-break role of the line ? From friction to focus ? Focus ? Luxfer Gas Cylinders: moving beyond operational excellence ? Focusing on ?hot spots? ? Domaine Chandon: from focus to clarity ? Lipper: clarity as bedrock ? Pfizer: turning around its teams ? Delegation and discretionary powers: the essence of military command ? From clarity to communication ? Communication ? Diageo Möet Hennessy Japan: words really matter ? Communication or consultation: the new realities ? IBM: test-marketing new values ? Networks not hierarchies: the new social imperative ? Reuters: fast forwarding corporate transformation ? Behaviour ? Luncheon Vouchers in 1989: creating a competitive environment ? Behaviour and how it is shaped ? Deutsche Bank and employee commitment: a new area of risk ? Behaviour: the strategy execution challenge ? Coaching and personal support: the learning agenda ? Internal and external consultancy support: the changing agenda ? From coaching to measurement ? Measurement ? HSBC Rail (UK): charting the future through corporate cartography ? Strategic Management Tool 1: the strategy map ? Strategy execution: the importance of effective performance measures ? Strategic Measurement Tool 2: the balanced scorecard ? British Telecom: aligning human resources to the business strategy ? Strategic Measurement Tool 3: the mission dashboard ? Thomson Financial: using clear measures to achieve great performance ? From measurement to leadership ? Leadership ? Six leadership roles for successful strategy execution ? Instilling focus and clarity ? Generating commitment and engagement ? Allocating scant resources ? Creating the right milestones of achievement ? Fostering collaboration ? Managing pace ? Change ? Reuters: shifting gear as circumstances demand ? Strategy change management: the new context ? Managing uncertainty: a new management discipline ? Innovation ? East African Breweries: exploring the links between clarity and creativity ? The underlying need and desire for innovation ? Fostering innovation: eight roles ? Look below the surface ? Goldman Sachs: bringing organisational deviants t Printed Pages: 176. Buchnummer des Verkäufers 8250
Inhaltsangabe: Companies rarely track their performance against long-term plans, and results often fail to meet projections. When companies do track performance, it seldom matches the prior year’s projection, and a great deal of value is lost in translation.
This new title in The Economist series shows how businesses can overcome such failings and implement strategy effectively, using facts and anecdotal evidence from the real experiences of firms.
About the Author: Michel Syrett has written widely on management and is a regular contributor to newspapers and magazines. He has also been a visiting fellow at Cranfield School of Management and the University of Hong Kong.
Titel: Successful Strategy Execution: How to Keep ...
Verlag: Viva Books
Auflage: First edition.
Buchbeschreibung Profile Books 06.12.2007, 2007. Buchzustand: Wie neu - gebraucht. Taschenbuch 164 S. Sehr guter Zustand, ohne Namenseintrag, Original-Schutzumschlag Zustand: 1, Wie neu - gebraucht, Taschenbuch Profile Books , 2007-12-06 164 S. , Successful Strategy Execution: How to Keep Your Business Goals on Target (Economist), Syrett, Michel. Artikel-Nr. BU230217