PDF kostenlos Execution: The Discipline of Getting Things Done, by Larry Bossidy Ram Charan
Execution: The Discipline of Getting Things Done, by Larry Bossidy Ram Charan
PDF kostenlos Execution: The Discipline of Getting Things Done, by Larry Bossidy Ram Charan
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Amazon.de
Disciplines like strategy, leadership development, and innovation are the sexier aspects of being at the helm of a successful business; actually getting things done never seems quite as glamorous. But as Larry Bossidy and Ram Charan demonstrate in Execution, the ultimate difference between a company and its competitor is, in fact, the ability to execute. Execution is "the missing link between aspirations and results," and as such, making it happen is the business leader's most important job. While failure in today's business environment is often attributed to other causes, Bossidy and Charan argue that the biggest obstacle to success is the absence of execution. They point out that without execution, breakthrough thinking on managing change breaks down, and they emphasize the fact that execution is a discipline to learn, not merely the tactical side of business. Supporting this with stories of the "execution difference" being won (EDS) and lost (Xerox and Lucent), the authors describe the building blocks--leaders with the right behaviors, a culture that rewards execution, and a reliable system for having the right people in the right jobs--that need to be in place to manage the three core business processes of people, strategy, and operations. Both Bossidy, CEO of Honeywell International, Inc., and Charan, advisor to corporate executives and author of such books as What the CEO Wants You to Know and Boards That Work, present experience-tested insight into how the smooth linking of these three processes can differentiate one company from the rest. Developing the discipline of execution isn't made out to be simple, nor is this book a quick, easy read. Bossidy and Charan do, however, offer good advice on a neglected topic, making Execution a smart business leader's guide to enacting success rather than permitting demise. --S. Ketchum
Pressestimmen
“If you want to be a CEO—or if you are a CEO and want to keep your job—read Execution and put its principles to work.”—Michael Dell, chairman and CEO, Dell Computer Corp.“Good practical insight and advice on managing for results at firms of any size. Execution is key, and this book clearly explains what it means and how it brings together the critical elements of any organization—its people, strategies, and operations.” —L. R. Raymond, chairman and CEO, Exxon Mobil“The best-thought-out plans in the world aren’t worth the paper they’re written on if you can’t pull them off. And that’s what this book is all about. Execution: The Discipline of Getting Things Done is well written and gives sound, practical advice about how to make things happen. It is well worth the reading.” —Ralph S. Larsen, chairman and CEO, Johnson & Johnson“Larry Bossidy recognizes how execution in a business defines the true greatness of a company. He captures a lifetime of building winning formulas and puts them in a simple and practical context for executives at any level. Read it!” —Ivan Seidenberg, president and co–chief executive officer, Verizon“For those managers who have struggled to make it happen, fix a problem, get it done—or otherwise transform winning strategies into genuine results—here’s the missing medicine from two who know from long experience what works and what doesn’t. Larry Bossidy and Ram Charan offer a compelling leadership prescription, and it comes down to realism, discipline, and above all, great execution.”—Michael Useem, professor of management and director of the Center for Leadership and Change, Wharton School, University of Pennsylvania“Larry Bossidy and Ram Charan define the true meaning of leadership from an implementation point of view. Larry is the expert on productivity in the world of business, and this book demonstrates how leadership is the key to achieving ongoing financial success.” —Richard Schroeder, cofounder of Six Sigma Academy
Alle Produktbeschreibungen
Produktinformation
Gebundene Ausgabe: 320 Seiten
Verlag: Currency; Auflage: 1 (4. Juni 2002)
Sprache: Englisch
ISBN-10: 9780609610572
ISBN-13: 978-0609610572
ASIN: 0609610570
Größe und/oder Gewicht:
14,7 x 2,6 x 24,1 cm
Durchschnittliche Kundenbewertung:
3.4 von 5 Sternen
8 Kundenrezensionen
Amazon Bestseller-Rang:
Nr. 17.947 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)
Very useful framework to work with.The book a bit dry.
The book talks about how to execute things in the workplace. It focusses on what leaders need to do. It could be slightly more tactical but overall I really like it.
A successful book connecting reality to reality. Citing a number of personal experiences which can be used to build an own leadership style. The authors recommendation of how to connect the processes of people, strategy, and operations are very helpful.
Larry Bossidy is clearly a five-star leader, and Ram Charan is a gifted consultant and teacher. It surprised me that their book didn't work as well as I had hoped.Execution's title confused me. Hopefully, you won't have that problem. I thought Execution would be all about how to take a strategy and operating plan and implement them well. Instead, Part III makes it clear that Execution is about meeting overall financial objectives through being an effective organization in setting strategies and operating plans to serve customers well while building an organization that can implement the plans for outperforming competitors. Part I, by contrast, makes it sound like Execution is only about implementation, noting that almost all organizations have the same strategies (or can quickly get them from consultants), access the same top talent and can easily acquire and employ competitively effective innovation.I also thought Execution would apply to all business people. Instead, the context for most of the AlliedSignal (Honeywell International's name when Mr. Bossidy became CEO there the first time) and General Electric examples which dominate the book is that of the CEO or group executive to whom divisions report in a large conglomerate. In this sense, Execution is like reading the latter chapters of Mr. Welch's book, Jack.The main difference between Jack and Execution is that Execution tries to build a framework for the book's concepts while sharing examples (mostly of failure) from other organizations. Mr. Charan's sections of the book mostly focus on that positioning. Mr. Bossidy mostly tells about his own experiences at AlliedSignal and Honeywell. Mr. Bossidy, of course, worked with Mr. Welch at General Electric for many years. Mr. Bossidy reports that you could take execution for granted at GE, but that it was lacking at AlliedSignal when he arrived. The two coauthors alternate in providing long monologues on the chapter topics and subtopics.Three aspects of Execution are valuable to almost any business leader: how to hold a strategy review (chapter 8), building an organization (chapter 5) and the "Dear Jane" letter to a new leader (conclusion).For those who would like to become CEOs and heads of divisions of large, disparate organizations, Mr. Bossidy's many anecdotes from his experiences at Honeywell International about how to do the leader's job will provide a valuable model that can be used repeatedly. In many such organizations, there are no good leadership examples and this book can help fill the gap.Here's the book's structure:Part I: Why Execution Is NeededChapter 1. The Gap Nobody KnowsChapter 2. The Execution DifferencePart II: The Building Blocks of ExecutionChapter 3. Building Block One: The Leader's Seven Essential BehaviorsChapter 4. Building Block Two: Creating the Framework for Cultural ChangeChapter 5. Building Block Three: The Job No Leader Should Delegate -- Having the Right People in the Right PlacePart III: The Three Core Processes of ExecutionChapter 6. The People Process: Making the Link with Strategy and OperationsChapter 7. The Strategy Process: Making the Link with People and OperationsChapter 8. How to Conduct a Strategy ReviewChapter 9. The Operations Process: Making the Link with Strategy and PeopleConclusion: Letter to a New LeaderExecution addresses these problems. First, many company and division heads have little knowledge about the businesses or the most important functions and processes needed to prosper. Boards, for example, often bring in a brilliant person who has performed as a "role player" elsewhere, and they cannot scale up into the CEO job. When a company has had poor leadership, its processes and organization also become weak and it's hard to get anything done. There are several poignant examples including Richard Thoman at Xerox and Richard McGinn at Lucent Technologies. It's hard to fix that problem. It took years at AlliedSignal and can be quickly lost (which happened in the two years after he retired the first time). That's why Mr. Bossidy had to come back to restore execution (as he means it) at Honeywell International. Lacking these perspectives, the business system is misdirected (see The Fifth Discipline).Second, many leaders make bad assumptions about their circumstances. Acting on those assumptions makes matters worse.Third, companies plan to pursue strategies for which they lack the processes and organizations to implement. The strategies need to match the ability to execute.As a solution, you as leader must:"--Know your people and your business--Insist on realism--Set clear goals and priorities--Follow through--Reward the doers--Expand people's capabilities--Know yourself."I was uncomfortable with many of the examples. The unending praise of Dick Brown at EDS didn't seem to make any sense knowing that EDS's stock melted down and he was asked to leave. He was in big trouble when Execution was written, having encouraged his people to grow by taking on large unprofitable new accounts. It seems like he might have been executing the wrong strategy, one that couldn't be executed. Most of the "failure" examples are anonymous which makes them less credible and less compelling. Finally, Dell is heralded for executing very well (which it certainly does). However, in describing how the company has evolved its business model to outperform competitors, Execution fails to notice that its business model innovation has been essential to success. No competitor has this business model. Execution's assumption that everyone can have the same strategy ignores research that shows that business model innovation creates unique strategies and superior execution compared to making the old business model and strategy more efficient.Unless you are shooting to be CEO of GE or Honeywell International, I suspect that you would do better to read Good to Great for getting ideas related to improving effectiveness.After you finish this book, ask yourself what one thing you could improve would make the most difference in your organization's performance over the next week, month, quarter, year and three years.
Larry Bossidy is clearly a five-star leader, and Ram Charan is a gifted consultant and teacher. It surprised me that their book didn't work as well as I had hoped.Execution's title confused me. Hopefully, you won't have that problem. I thought Execution would be all about how to take a strategy and operating plan and implement them well. Instead, Part III makes it clear that Execution is about meeting overall financial objectives through being an effective organization in setting strategies and operating plans to serve customers well while building an organization that can implement the plans for outperforming competitors. Part I, by contrast, makes it sound like Execution is only about implementation, noting that almost all organizations have the same strategies (or can quickly get them from consultants), access the same top talent and can easily acquire and employ competitively effective innovation.I also thought Execution would apply to all business people. Instead, the context for most of the AlliedSignal (Honeywell International's name when Mr. Bossidy became CEO there the first time) and General Electric examples which dominate the book is that of the CEO or group executive to whom divisions report in a large conglomerate. In this sense, Execution is like reading the latter chapters of Mr. Welch's book, Jack.The main difference between Jack and Execution is that Execution tries to build a framework for the book's concepts while sharing examples (mostly of failure) from other organizations. Mr. Charan's sections of the book mostly focus on that positioning. Mr. Bossidy mostly tells about his own experiences at AlliedSignal and Honeywell. Mr. Bossidy, of course, worked with Mr. Welch at General Electric for many years. Mr. Bossidy reports that you could take execution for granted at GE, but that it was lacking at AlliedSignal when he arrived. The two coauthors alternate in providing long monologues on the chapter topics and subtopics.Three aspects of Execution are valuable to almost any business leader: how to hold a strategy review (chapter 8), building an organization (chapter 5) and the "Dear Jane" letter to a new leader (conclusion).For those who would like to become CEOs and heads of divisions of large, disparate organizations, Mr. Bossidy's many anecdotes from his experiences at Honeywell International about how to do the leader's job will provide a valuable model that can be used repeatedly. In many such organizations, there are no good leadership examples and this book can help fill the gap.Here's the book's structure:Part I: Why Execution Is NeededChapter 1. The Gap Nobody KnowsChapter 2. The Execution DifferencePart II: The Building Blocks of ExecutionChapter 3. Building Block One: The Leader's Seven Essential BehaviorsChapter 4. Building Block Two: Creating the Framework for Cultural ChangeChapter 5. Building Block Three: The Job No Leader Should Delegate -- Having the Right People in the Right PlacePart III: The Three Core Processes of ExecutionChapter 6. The People Process: Making the Link with Strategy and OperationsChapter 7. The Strategy Process: Making the Link with People and OperationsChapter 8. How to Conduct a Strategy ReviewChapter 9. The Operations Process: Making the Link with Strategy and PeopleConclusion: Letter to a New LeaderExecution addresses these problems. First, many company and division heads have little knowledge about the businesses or the most important functions and processes needed to prosper. Boards, for example, often bring in a brilliant person who has performed as a "role player" elsewhere, and they cannot scale up into the CEO job. When a company has had poor leadership, its processes and organization also become weak and it's hard to get anything done. There are several poignant examples including Richard Thoman at Xerox and Richard McGinn at Lucent Technologies. It's hard to fix that problem. It took years at AlliedSignal and can be quickly lost (which happened in the two years after he retired the first time). That's why Mr. Bossidy had to come back to restore execution (as he means it) at Honeywell International. Lacking these perspectives, the business system is misdirected (see The Fifth Discipline).Second, many leaders make bad assumptions about their circumstances. Acting on those assumptions makes matters worse.Third, companies plan to pursue strategies for which they lack the processes and organizations to implement. The strategies need to match the ability to execute.As a solution, you as leader must:"--Know your people and your business--Insist on realism--Set clear goals and priorities--Follow through--Reward the doers--Expand people's capabilities--Know yourself."I was uncomfortable with many of the examples. The unending praise of Dick Brown at EDS didn't seem to make any sense knowing that EDS's stock melted down and he was asked to leave. He was in big trouble when Execution was written, having encouraged his people to grow by taking on large unprofitable new accounts. It seems like he might have been executing the wrong strategy, one that couldn't be executed. Most of the "failure" examples are anonymous which makes them less credible and less compelling. Finally, Dell is heralded for executing very well (which it certainly does). However, in describing how the company has evolved its business model to outperform competitors, Execution fails to notice that its business model innovation has been essential to success. No competitor has this business model. Execution's assumption that everyone can have the same strategy ignores research that shows that business model innovation creates unique strategies and superior execution compared to making the old business model and strategy more efficient.Unless you are shooting to be CEO of GE or Honeywell International, I suspect that you would do better to read Good to Great for getting ideas related to improving effectiveness.After you finish this book, ask yourself what one thing you could improve would make the most difference in your organization's performance over the next week, month, quarter, year and three years.
This book has a good description of the three core parts “people, strategy and operationsâ€. The “Leaders seven essential behaviors†can always help to develop further in the future.On the other hand this book is not really new; I would also go a step further and say it’s a repetition of the well known literature on this subject like “Good to Greatâ€, Jim Collins; “The five most important questionsâ€, Peter Drucker etc.The mentioned examples were not very detailed, sometimes is hard to understand how the described method works in reality and if it works how to proceed.Overall it was a stimulating refresher.
Der Theoretiker (Charan) und der Praktiker (Bossidy) haben ein großartiges Werk vorgelegt, daß nicht nur eine Einführung in Managment-Praktiken im allgemeinen, sondern auch ein ziemlich treffendes Bild von den Führungsideen und -grundsätzen bei GE gibt. Selten haben ich ein Buch mit gleichbleibendem Interesse gelesen und verstanden, worum es den Autoren geht. Die Beschreibung der wesentlichen Merkmale zwischen guter Mitarbeiterführung und Führung, die dazu führt, daß Dinge wirklich erledigt werden, ist auf den Punkt. Frührungsverantwortung Tragenden ein wirklicher Helfer und Augenöffner - oder Bestätiger ...
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