The quest to implement strategy has been, and remains, the holy grail of management. It's something that every senior executive wants to do and yet its achievement appears to be one fraught with difficulty and seemingly insurmountable obstacles. Not a year goes by without some survey reinforcing what is already known and countless articles and books affirming that the gap between strategy and execution can be bridged. There are tools and techniques, systems and procedures all designed to close the gap and yet the gap seems as wide as ever. And it's a gap that's costing organisations dearly. According to a survey published in the Harvard Business Review , only around 50 to 60% of the potential of an organisation's strategic plan is ever realised, with the underperformance being attributed to a breakdown in either planning or execution-factors that easily can be fixed and that are under the executive team's control. So why is it that the gap remains, and what can be done to put management back in control of strategy implementation? This book is about aligning organisational strategy with execution. It examines the scope of strategic and operational plans, the management processes and reward mechanisms required to support strategic decision-making, and the technology systems that play an ever-increasing role in communicating, planning, and monitoring strategy.
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If you want to know how what your organisation does influences what it achieves but don't have time to research the many weighty tomes on corporate performance management then read this book. On his first visit to us I immediately recognised, in Michael, someone who knows how to value operational activity in terms of contribution to strategic objectives. This easy to read book explains, very simply, how to put in place management systems that will help you concentrate organisational firepower on the right activities and initiatives and stop the ones that are not delivering. PETER SPENCE, FINANCIAL CONTROLLER, Chartered Institute of Management Accountants (C.I.M.A) --PETER SPENCE, FINANCIAL CONTROLLER, Chartered Institute of Management Accountants (C.I.M.A)
Across all business sectors, boards and chief executives seek assurance that they and their teams are getting the job done. Yet their efforts so often appear thwarted, as the best of their plans routinely fail to translate into effective outcomes. Strategy to the Max provides key insights for leaders to help break this cycle of frustration. Written from practical experience, with remarkable clarity around the challenges faced in the real world, this book articulates issues you will immediately recognise. Crucially, it then provides a recognisable solution to take you forward. Michael Coveney has taken the time to identify the elusive threads linking strategy to implementation. I commend this book to any leader who aspires to the fulfilment of knowing they have got the job done. --CHAN ABRAHAM, GROUP CHIEF EXECUTIVE, Luminus Winner of The Sunday Times 100 Best Companies 2010 for leadership
Across all business sectors, boards and chief executives seek assurance that they and their teams are getting the job done. Yet their efforts so often appear thwarted, as the best of their plans routinely fail to translate into effective outcomes. Strategy to the Max provides key insights for leaders to help break this cycle of frustration. Written from practical experience, with remarkable clarity around the challenges faced in the real world, this book articulates issues you will immediately recognise. Crucially, it then provides a recognisable solution to take you forward. Michael Coveney has taken the time to identify the elusive threads linking strategy to implementation. I commend this book to any leader who aspires to the fulfilment of knowing they have got the job done. --CHAN ABRAHAM, GROUP CHIEF EXECUTIVE, Luminus Winner of The Sunday Times 100 Best Companies 2010 for leadership
About the Author
Michael Coveney is a leading authority on the design and implementation of performance management systems. He regularly conducts management workshops on the role of technology in performance management, helping enterprises combine best management practices with technology to improve the efficiency and effectiveness of their performance management processes. He is a regular speaker at conferences around the world and has developed and conducted courses for the American Management Association. Over the course of 30 years in the financial analytic software industry, Michael has helped design and implement budgeting and reporting systems for major U.K.-based organisations.
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Customer Reviews
Most Helpful Customer Reviews
Format:Paperback
An informative and very readable book. Not something every author achieves when writing about business subjects.
I believe that most people avoid reading anything that is more than a few pages long and probably prefer reading only a one page summary. I am a fan of visual techniques that can do the job instead and still communicate a key message. Therefore, I particularly liked the "Cause and Effect" maps used in the book. Another good addition to the communication portfolio!
Also lots of relevant anecdotes from your business career, that tells the reader you are writingStrategy to the MAX from experience.
I believe that most people avoid reading anything that is more than a few pages long and probably prefer reading only a one page summary. I am a fan of visual techniques that can do the job instead and still communicate a key message. Therefore, I particularly liked the "Cause and Effect" maps used in the book. Another good addition to the communication portfolio!
Also lots of relevant anecdotes from your business career, that tells the reader you are writingStrategy to the MAX from experience.
Format:Paperback
Great book on strategy execution and performance management. I like Michael's view on CPM not just being a tool, but a continuous process that involves the entire organisation! Good job ! When is you next workshop ... ?! :)
Format:Paperback
In his new book Michael invites us on a journey through the full performance management cycle. From the initial assessment of an organisation's current position to the technology needed to implement its corporate strategy, every chapter is packed with tips and advice based on the author's vast experience in this domain. A must-read for everyone involved in corporate strategy and planning.
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Strategy in the Real World
Anyone who has ever been involved in the implementation of corporate strategy knows it isn't easy, and the author of this book doesn't pretend it is. Read more
Published on 6 Oct 2010 by C.F. Patterson
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Brilliant stuff!
As someone who has had the privilege of Michael's input into my own organisation over the years, I can highly recommend both this book and Michael himself in his capacity as a... Read more
Published on 5 Oct 2010 by The Inkling
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