How to close the gap between strategy and execution Two-thirds of executives say their organizations don’t have the capabilities to support their strategy. In Strategy That Works, Paul Leinwand and Cesare Mainardi explain why. They identify conventional business practices that unintentionally create a gap between strategy and execution. And they show how some of the best companies in the world consistently leap ahead of their competitors. Based on new research, the authors reveal five practices for connecting strategy and execution used by highly successful enterprises such as IKEA, Natura, Danaher, Haier, and Lego. These companies: • Commit to what they do best instead of chasing multiple opportunities • Build their own unique winning capabilities instead of copying others • Put their culture to work instead of struggling to change it • Invest where it matters instead of going lean across the board • Shape the future instead of reacting to it Packed with tools you can use for building these five practices into your organization and supported by in-depth profiles of companies that are known for making their strategy work, this is your guide for reconnecting strategy to execution.
And note the tenor of those aspirations: Nike wants to serve every athlete (not just some of them); McDonald's wants to be its customers' favorite place to eat (not just a convenient choice for families on the go). Each company doesn't ...
In this book, leading consultant and Wharton professor Lawrence Hrebiniak offers the first comprehensive, disciplined process model for making strategy work in the real world.
Put content strategy to work for you by gathering this book into your little hands and gobbling up never-before seen case studies from teams at Johns Hopkins Medicine, MINI, Icebreaker, and more.
Upper Saddle River, NJ: Pearson, 2011 [referred to as Barney (2011)]. • Barney, J. B., and W. Hesterly.Strategic Management and Competitive Advantage: Concepts and Cases. 3rd ed. Upper Saddle River, NJ: Pearson, 2010 [referred to as ...
From understanding what strategy can do for you, through to creating a strategy and engaging others with strategy, this book offers practical guidance and expert tips.
Argues that a manager's central responsibility is to create and implement strategies, challenges popular motivational practices, and shares anecdotes discussing how to enable action-oriented plans for real-world results.
This book is less about the theory of the BSC, and more about how to effectively use the BSC to execute strategy based on the over 300 scorecards designed by Anand, and his team.
The book is brought to life through stories based on the author’s knowledge and experience of working first-hand with CEOs of many businesses both large and small, private and public, national and international.
This book helps you position your firm to be among them.
In this book, leading consultant and Wharton professor Lawrence Hrebiniak offers a comprehensive, disciplined process model for making strategy work in the real world.