Join Amazon Prime and get unlimited Free One-Day Delivery. Already a member? Sign in.

 

or
Sign in to turn on 1-Click ordering.
 
   
More Buying Choices
36 used & new from £10.00
Have one to sell? Sell yours here
 
   
Executing Your Strategy: How to Break It Down and Get It Done
 
 
Share your own customer images
Search inside this book

Executing Your Strategy: How to Break It Down and Get It Done (Hardcover)

by Mark Morgan (Author), William Malek (Author), Raymond E Levitt (Author)
5.0 out of 5 stars See all reviews (3 customer reviews)
RRP: £19.99
Price: £16.99 & this item Delivered FREE in the UK with Super Saver Delivery. See details and conditions
You Save: £3.00 (15%)
o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o
In stock.
Dispatched from and sold by Amazon.co.uk. Gift-wrap available.

Only 4 left in stock--order soon (more on the way).

Want guaranteed delivery by Tuesday, July 21? Choose Express delivery at checkout. See Details
25 new from £12.40 11 used from £10.00

Frequently Bought Together

Executing Your Strategy: How to Break It Down and Get It Done + Rapid Transformation: A 90-Day Plan for Fast and Effective Change + The Future of Management
Price For All Three: £50.07

Show availability and shipping details

Customers Who Bought This Item Also Bought

Rapid Transformation: A 90-Day Plan for Fast and Effective Change

Rapid Transformation: A 90-Day Plan for Fast and Effective Change

by Behnam Tabrizi
5.0 out of 5 stars (2)  £16.99
Execution Premium. Linking Strategy to Operations for Competitive Advantage

Execution Premium. Linking Strategy to Operations for Competitive Advantage

by Robert S Kaplan
£22.94
Making Strategy Work: Leading Effective Execution and Change

Making Strategy Work: Leading Effective Execution and Change

by Lawrence G. Hrebiniak
4.5 out of 5 stars (4)  £18.99
The Future of Management

The Future of Management

by Gary Hamel
4.9 out of 5 stars (7)  £16.09
Execution: The Discipline of Getting Things Done

Execution: The Discipline of Getting Things Done

by Larry Bossidy
3.8 out of 5 stars (8)  £11.69
› Explore similar items

Product details

  • Hardcover: 304 pages
  • Publisher: Harvard Business School Press; illustrated edition edition (1 Jan 2008)
  • Language English
  • ISBN-10: 1591399564
  • ISBN-13: 978-1591399568
  • Product Dimensions: 23.6 x 16.2 x 3.2 cm
  • Average Customer Review: 5.0 out of 5 stars See all reviews (3 customer reviews)
  • Amazon.co.uk Sales Rank: 242,145 in Books (See Bestsellers in Books)

    •  Would you like to update product info or give feedback on images?

Customers Viewing This Page May Be Interested in These Sponsored Links

  (What is this?)
Palladium Group, Inc.
   www.ThePalladiumGroup.com    Helping companies effectively link strategy to operations. 
6 Steps to an IT Strategy
   blog.makingITclear.com    $20 book explains simple process to create IT strategy 
IT best practice KPIs
   www.metricus.com    Measure and Improve IT Performance Data, KPIs, Dashboards, Scorecards 
  
 

Product Description

Professional Manager, July 2008
It is really refreshing to read a book that details the how as well as the what and why.


Product Description
Why do businesses consistently fail to execute their competitive strategies? Because leaders don't identify and invest in the full range of projects and programs required to align the organisation with its strategy. Moreover, even when strategy makers do break their plans down into doable chunks, they seldom work with project leaders to prioritise strategic investments and assure that needed resources are applied in priority order. And they often neglect to revise the strategic portfolio to fit the demands of a dynamic environment, or to stay connected to strategic projects through completion, as new products, services, skills and capabilities are transferred into operations.

In Executing Your Strategy, Mark Morgan, Raymond Levitt, and William Malek present six imperatives that enable you to do the right strategic projects--and do those projects right. And it is no accident that the six imperatives combine to create the acronym INVEST:

  • Ideation: Clarify and communicate Purpose, Identity and Long Range Intention
  • Nature: Develop alignment between Strategy, Structure and Culture based on Ideation
  • Vision: Create clear Goals and Metrics aligned to Strategy and guided by Ideation
  • Engagement: Do the right projects based on the Strategy through Portfolio management
  • Synthesis: Do Projects and Programs right, in alignment with Portfolio
  • Transition: Move the Project and Program outputs into Operations where benefit is realized

Full of intriguing company examples and practical advice, this crucial new resource shows you how to make strategy happen in your organisation.

Inside This Book (Learn More)
Browse Sample Pages
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
Search inside this book:

Suggested Tags from Similar Products

 (What's this?)
Be the first one to add a relevant tag (keyword that's strongly related to this product)
Check a corresponding box or enter your own tags in the field below
strategy
project management
systems thinking
strategy execution
organizational alignment
leadership
decision making
theory of constraints
strategy maps
strategy implementation
strategic planning

Your tags: Add your first tag
 
See most popular tags

What Do Customers Ultimately Buy After Viewing This Item?

Executing Your Strategy: How to Break It Down and Get It Done
90% buy the item featured on this page:
Executing Your Strategy: How to Break It Down and Get It Done 5.0 out of 5 stars (3)
£16.99
Rapid Transformation: A 90-Day Plan for Fast and Effective Change
7% buy
Rapid Transformation: A 90-Day Plan for Fast and Effective Change 5.0 out of 5 stars (2)
£16.99
Senior Leadership Teams: What It Takes to Make Them Great (Leadership for the Common Good)
3% buy
Senior Leadership Teams: What It Takes to Make Them Great (Leadership for the Common Good) 4.5 out of 5 stars (2)
£16.99
Explore similar items
 

Customer Reviews

3 Reviews
5 star:
 (3)
4 star:    (0)
3 star:    (0)
2 star:    (0)
1 star:    (0)
 
 
 
 
 
Average Customer Review
5.0 out of 5 stars (3 customer reviews)
 
 
 
 
Share your thoughts with other customers:
Most Helpful Customer Reviews

 
1 of 1 people found the following review helpful:
5.0 out of 5 stars Straightforward guide to getting it done, 22 Oct 2008
By Rolf Dobelli "getAbstract.com" (Switzerland) - See all my reviews
(TOP 50 REVIEWER)    (REAL NAME)   
Mark Morgan, Raymond E. Levitt and William Malek, a team with academic and hands-on experience at strategy execution, go directly to the heart of getting things accomplished. As they observe, the business scene is littered with the ruins of strategies that looked good on paper but failed the test of execution. Such failures often happen because strategic thinkers neglect project leaders. The authors clearly identify three "strategy-making imperatives" and three "project leadership imperatives," and explain how to implement them. They explain the pivotal need to align a project's structural elements. getAbstract believes that this book, which is generally well-written and pointed, with minimal jargon, will be valuable to any strategist or project leader.
Comment Comment | Permalink | Was this review helpful to you? Yes No (Report this)



 
1 of 1 people found the following review helpful:
5.0 out of 5 stars Perils and opportunities in the six domains of the strategic execution network , 20 Aug 2008
By Robert Morris (Dallas, Texas) - See all my reviews
(TOP 100 REVIEWER)    (REAL NAME)   

In this volume, Mark Morgan, Raymond Levitt, and William Malek focus their attention on "engaging in strategic project portfolio management for successful execution" and more specifically on the six domains of the strategic execution network, their acronym INVEST: Ideation (clarify and communicate purpose, identity and long- range intention), Nature (develop alignment between and among strategy, structure, and culture based on ideation), Vision (create clear goals and metrics aligned to strategy and guided by ideation), Engagement (engage the strategy via the investment stream), Synthesis (do projects and programs right, in alignment with portfolio), and Transition (transfer the projects and program outputs into operations where their benefits can be realized). Morgan, Levitt, and Malek devote a separate chapter to each. In the final chapter, they respond to a question their reader has no doubt by then asked: "Where should we start?" Although much (if not most) of this material examines strategy execution in an organization, the authors use Lance Armstrong as an example of how an individual can also "align all the [strategy-making] domains and invest every precious minute, and every personal resource, accordingly."

I was especially interested in the material provided in Chapter Three as the authors examine how to align an organization's culture and structure with its strategy. This is precisely the approach Louis Gerstner took after be assumed his duties as CEO of IBM. His mindset could be described as "outside-in" as he carefully determined how to achieve a strategic fit with IBM's external environment and then redefined his company's "nature." That is, he ensured that strategy, structure, and culture in the nature domain were in proper alignment with the ideation and vision domains. That is why IBM, previously a maker of branded products, redefined its "nature" to be that of a provider of custom integrated IT solutions for its global clients.

Morgan, Levitt, and Malek note that, in contrast, many strategists "focus on designing strategies that fit the external environment. They underestimate, as [Carly] Fiorina and the HP board appear to have done, the equally important issue of strategic fit with the internal environment. As [Mark] Hurd's early results revealed, the idea of combining with Compaq was not inherently flawed but misaligned with the nature of HP - its DNA as Gerstner would put it." I presume to add that, to a lesser extent, the same challenges await those companies that are considering a strategic alliance.

In the same chapter, they also examine four generic types of culture and agree with William Schneider (author of The Reengineering Alternative: A Plan for Making Your Current Culture Work) that in each of the four, its members share a dominant value. For example, "A competence culture believes in the `Field of Dreams' principle: make great products and people will flock to buy them. It values technical values above all else." The other types of culture are Collaboration (understanding the unique needs of customers), Cultivation (recruiting, retaining, and nurturing creative employees to produce unique products), and Control (low cost production of standard outputs).

Readers will appreciate the authors' skillful use of dozens of Tables and Figures throughout their lively narrative that consolidate key points. In Chapter 3, for example, the Tables illustrate "The four archetypes of organizational culture" (Page 101), Measure your organization's culture" (Page 135), "Measure you organization's structure" (Page 136), and "Measure your organization's strategy within the nature domain" (Page 137). In the same chapter, these are the Figures: "The nature imperative: Invest in projects to align culture, structure, and strategy" (Page 94), Align strategy with culture: Charting your culture egg" (Page 101), "The culture egg for a custom manufacturer" (Page 102), "Template for testing the alignment of strategy and culture" (Page 103), "HP's strategy-culture alignment map" (Page 103), "Formal matrix combines functional excellence with product/program focus" (Page 113), "Identify the apprriate alignment of strategy, structure, and culture" (Page 115), and "Achieving the nature imperative at DPR [Construction]: Aligning strategy, structure, and culture required careful ongoing investments" (Page 133). The other five chapters have equally informative Tables and Figures; also additional real-world examples of how some companies successfully executed strategies and other companies tried but failed to do so.

In the final chapter, the authors reiterate six imperatives of strategic execution (first displayed by Table 1.1 on Page 17 and then duplicated by Table C-1, Page 241), cite several real-world examples (e.g. Airbus and the perils of misalignment), discuss Lance Armstrong and the lessons to be learned from his successful execution of various strategies, and then pose what they call six "Acid Test Questions (on Pages 256-257) that could be read first, before proceeding through the Introduction and the six chapters. I wish I had done so because they provide an especially valuable frame of refernce for the wealth of information, insights, and recommendations that Morgan, Levitt, and Malek provide.

Their book is a brilliant achivement.

* * * * *

Those who share my high regard for it are urged to check out Schneider's aforementioned book as well as Lawrence Hrebiniak's Making Strategy Work: Leading Effective Execution and Change and Doing What Matters: How to Get Results That Make a Difference - The Revolutionary Old-School Approach co-authored by James Kilt with John Manfredi and Robert Lorder. Also A.G. Lafley and Ram Charan's The Game-Changer: How You Can Drive Revenue and Profit Growth with Innovation, Noel Tichy and Warren Bennis' Judgment: How Winning Leaders Make Great Calls, Dean Spitzer's Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success, and Enterprise Architecture As Strategy: Creating a Foundation for Business Execution co-authored by Jeanne W. Ross, Peter Weill, and David Robertson.
Comment Comment | Permalink | Was this review helpful to you? Yes No (Report this)



 
1 of 1 people found the following review helpful:
5.0 out of 5 stars High quality - focussed guide to implementing strategy, 29 April 2008
The Harvard Business Press have put together a guide that contains only 6 chapters, the topics of which contain basic steps. That show how you can transform stategies into action. These are:

*Ideation.
*Nature-culture and structure.
*Vision.
*Engagement.
*Synthesis.
*Transition.

The book offers a holistic and well integrated framework to ensure alignment between your organisations purpose and the role of project management, in transforming strategic intentions into operational realities.

The excellent case studies how the Strategic Execution Framework works in practice, drawing on both the authors own direct experience and a wider range of business situations.

A key message of the book is the viewpoint from the authors experience, is that most organisations fail in Strategy Execution. This often due they state because most senior managers do not understand and take part in the alignment, selection, and oversight of programmes, project portfolios, and specific projects. That work "On the Business," "In the Business" and "Transforming the Business." This has been my experience as well on a number of Interim assignments I have worked on.

The three authors draw on their extensive experience and involvement with the Stanford Advanced Project Management Programme to produce, a well crafted and organised book packed full with practical content.

This is an outstanding book on Organisational alignment and Strategy execution.

Stan Felstead - Interchange Resources UK.
Comment Comment | Permalink | Was this review helpful to you? Yes No (Report this)


Share your thoughts with other customers: Create your own review
 
 
 
Only search this product's reviews


Customer Discussions

 Beta (What's this?)
This product's forum (0 discussions)
  Discussion Replies Latest Post
  No discussions yet

Ask questions, Share opinions, Gain insight
Start a new discussion
Topic:
First post:
Prompts for sign-in
  [Cancel]

   

Listmania!

Create a Listmania! list

Look for similar items by category

Feedback

Health & Beauty at Amazon.co.uk

Elemis Resurface and Renew Skin Care Gift Set of 4 Products
From soap to shavers, massagers to mascara, stock up on your daily essentials or truly pamper yourself.

›Discover Health & Beauty

  

Beauty without the Beast

Olay Regenerist Daily 3 Point Treatment Cream
From au naturel to party glam, we have all the best names in cosmetics and skincare.

›Discover Beauty at Amazon.co.uk

  

Up to 50% off Dental Care

Braun Oral-B Professional Care 6000 Rechargeable Toothbrush - Pack of 2
Put a sparkle in your smile with up to 50% off selected Oral-B and Philips rechargeable toothbrushes.

›Up to 50% off power toothbrushes

  

Treat Someone

Amazon.co.uk Gift Certificates--available in any amount from £5 to £500 With an Amazon.co.uk Gift Certificate, you can get them what they want (even if you don't know what that is).

›Learn more about Gift Certificates

  
Ad

Where's My Stuff?

Delivery and Returns

Need Help?

Your Recent History

  (What's this?)
You have no recently viewed items or searches.

After viewing product detail pages or search results, look here to find an easy way to navigate back to pages you are interested in.

Look to the right column to find helpful suggestions for your shopping session.
Continue Shopping: Top Sellers

amazon.co.uk Amazon Home
International Sites:  United States  |  Germany  |  France  |  Japan  |  Canada  |  China
Business Programs: Sell on Amazon  |  Fulfilment by Amazon  |  Join Associates  |  Join Advantage
Customer Service  |  Help  |  View Basket  |  Your Account
About Amazon.co.uk  |  Careers at Amazon
Conditions of Use & Sale |  Privacy Notice  © 1996-2009, Amazon.com, Inc. and its affiliates