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Execution : the discipline of getting things done

Author: Larry Bossidy; Ram Charan; Charles Burck
Publisher: New York : Crown Business, [2002] ©2002
Edition/Format:   Print book : English : 1st edView all editions and formats
Summary:
Explains how to make the leap from the vision of a good idea to delivering results and demonstrates how to handle sudden changes in the business environment by making crucial connections among people, strategy, and the operating plan.
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Material Type: Internet resource
Document Type: Book, Internet Resource
All Authors / Contributors: Larry Bossidy; Ram Charan; Charles Burck
ISBN: 0609610570 9780609610572 9781400046171 1400046173
OCLC Number: 48851391
Notes: Includes index.
Description: viii, 278 pages ; 24 cm
Contents: I: Why execution is needed --
The gap nobody knows --
The execution difference --
II: The building blocks of execution --
Building block one : the leader's seven essential behaviors --
Building block two : creating the framework for cultural change --
Building block three : the job no leader should delegate : having the right people in the right place --
III: The three core processes of execution --
The people process : making the link with strategy and operations --
The strategy process : making the link with people and operations --
How to conduct a strategy review --
The operations process : making the link with strategy and people.
Responsibility: Larry Bossidy and Ram Charan ; with Charles Burck.
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Abstract:

Explains how to make the leap from the vision of a good idea to delivering results and demonstrates how to handle sudden changes in the business environment by making crucial connections among people, strategy, and the operating plan.

Table of Contents:

by ramsays507 (WorldCat user on 2006-04-10)

Introduction ..... 1 PART I: WHY EXECUTION IS NEEDED 1: The Gap Nobody Knows ..... 13 2: The Execution Difference ..... 35 PART II: THE BUILDING BLOCKS OF EXECUTION 3: Building Block One: The Leader's Seven Essential Behaviors ..... 57 4: Building Block Two: Creating the Framework for Cultural Change ..... 85 5: Building Block Three: The Job No Leader Should Delegate--Having the Right People in the Right Place ..... 109 PART III: THE THREE CORE PROCESSES OF EXECUTION 6: The People Process: Making the Link with Strategy and Operations ..... 141 7: The Strategy Process: Making the Link with People and Operations ..... 178 8: How to Conduct a Strategy Review ..... 207 9: The Operations Process: Making the Link with Strategy and People ..... 226 Conclusion: Letter to a New Leader ..... 265 Index ..... 271

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