Jack Welch, according to the authors, is the best example of a business leader who understood execution. Jack Welch's heart and soul were immersed in GE, and he was engaged in the process of execution personally and deeply; he managed the three core processes (selecting leaders, setting direction, and conducting operations) effectively.
Execution - The Discipline of Getting Things DoneDisciplines 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
From Library Journal
Bossidy, an award-winning executive at General Electric and Allied Signal, came out of retirement to tend to Honeywell (and bring it back to prominence) after it failed to merge with General Electric. Charan has taught at Harvard and Kellogg Business Schools. Collaborating with editor and writer Burck, they present the viewpoint that execution (that is, linking a company's people, strategy, and operations) is what will determine success in today's business world. Bossidy and Charan aver that execution is a discipline integral to strategy, that it is the major job of any business leader hoping not just to be a success but to dominate a market, and that it is a core element of corporate culture. Details of both successful and unsuccessful executions at corporations such as Dell, Johnson & Johnson, and Xerox, to name a few, support not only their how-to method for bringing execution to the forefront but also the need for it. Each author addresses specific topics in paragraphs that begin with either "Larry" or "Ram," and this easy style adds to the appeal of a very readable book. Recommended for academic and public libraries.
Steven J. Mayover, Philadelphia
Copyright 2002 Reed Business Information, Inc.
167 of 182 people found the following review helpful:
Check your own personality for execution traits, August 3, 2004
By Peter Leerskov "The Strategist, www.lace.dk" (Denmark) - See all my reviews
What's left to say about this book on execution? With 130 online reviews many issues are covered already. One point's missing, though. Look at the reviews; they are divided into two camps. The reviewers either think this is a mediocre book with very basic ideas (management 101) or they see the light. The latter realize that there's no need for new acronyms or faddy words in the management-speak. "Execution" is about getting things done, being persistent and realistic, as well as managing the 3 core processes; strategy (why? and what?), operations (how?) and people (who?).
Building a performance culture is never as easy as it sounds. Looking back a few years, try to recall a few of those companies with great media attention and grand strategic visions. Many of them failed. And many of them will fail again and again, because the heroes are strategic visionaries that never bothered to deal with the issue of execution; continually and personally making sure that things were actually done. You know, when all is said and done, usually more is said than done...
If you found this book fascinating, you'll probably have some of the execution traits hidden in your personality preferences. If you want to check it out, you might visit some of free Internet sites for a test (e.g. keirsey.com). For a business, I believe it's paramount to make sure that you have a well-balanced team on all levels in the hierarchy. This also includes having enough executives with execution traits. Advice: Don't assume you have it; test it!
Conclusively, this is a great book. I liked it so much that I even also bought the audio version! The reason for the audio version is that these execution ideas simply are needed to be absorbed over several readings (or listenings). Otherwise, you won't be able to start changing your behavior (which you can change, unlike your innate preferences). While commuting, I often turn the CDs on and find it inspiring to forget about traffic jams and just getting the views of Charan and Bossidy in their own voices. However, I do agree that the book easily could have been shorter.
Peter Leerskov,
MSc in International Business (Marketing & Management) and Graduate Diploma in E-business Help other customers find the most helpful reviews
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235 of 269 people found the following review helpful:
How, Why, and Why Not, June 1, 2002
By Robert Morris (Dallas, Texas) - See all my reviews
This may well prove to be one of the most influential business books published in recent years. In it, Bossidy and Charan (with Charles Burck) focus on what effective execution involves. Having read or observed interviews of Bossidy, I realized while reading this book that his is the primary role in the collaboration. Mercifully, the reader is spared vague theories as well as buzzing words and overheated phrases. Anchored in a wealth of real-world business experience, the book's core insights could be of substantial value to literally anyone who currently has problems "getting things done", doing them well, and on-time.
In the first chapter, the authors identify what they call "the gap nobody knows." That is somewhat hyperbolic. Obviously Bossidy and Charan are aware of it as are, presumably, countless other decision-makers in various companies which sustain profitability while attracting and then retaining "the best and the brightest" people, often from competitor companies. In any event, the authors correctly stress the importance of eliminating the gap between recognizing what must be done and getting it done. The authors focus on three former CEOs of major corporations, each of whom they hold in high regard: Richard A. McGinn (Lucent Technologies) G. Richard Thoman (Xerox), and C. Michael Armstrong (AT&T). However, McGinn was "clearly out of touch" with day-to-day operations during his last year as CEO. For whatever reasons, Thoman lacked two essential "building blocks": the right people in key positions on his management team, and, appropriate core processes by which to implement his strategy, one which the authors view as being sound. As for Armstrong, the ambitious growth strategy he pursued was "disconnected from both external and internal realities" such as the regulatory climate at that time and the AT&T culture which was resistant to the major changes which Armstrong's strategy required. These three examples illustrate that even those with exceptional intelligence, energy, and character can fail to achieve their worthy objectives. The authors acknowledge that "Shaping the broad picture into a set of executable actions is analytical, and it's a huge intellectual, and emotional challenge." Some organizations and their leaders succeed. This book explains how. Most organizations and their leaders do not. This book explains why.
Some readers of this review may incorrectly infer from my comments thus far that this book was written primarily for and about senior-level corporate executives. For that reason, I reiterate that all of the observations, evaluations, and suggestions provided in this book are directly relevant to almost anyone in any organization (regardless of size or nature) who is expected to "get things done," whatever those "things" may be. I agree completely with Noel Tichy (author of The Leadership Engine) that every organization needs aggressive and productive initiative at all levels.
Including the word "discipline" in this book's title was intentional and is appropriate. Obviously, those who are decisive are not always successful. (What I call the "Fire! Ready! Aim! Syndrome" is far too common, especially among less-experienced but eager and ambitious executives.) The most effective decision-making process is one based on sufficient and relevant information which has been rigorously analyzed. (Thus evaluated, information becomes intelligence.) Relevant and (especially) painful realities are taken into full account. All appropriate options are identified and prioritized. When a major crisis occurs which requires an immediate response, the decision-maker(s) involved must also have courage. Discipline is essential throughout this entire process, a discipline which includes what Daniel Goleman characterizes as "emotional intelligence" or what Ernest Hemingway characterizes as "grace under duress."
As indicated previously, I think this book will be of great value to any decision-maker (regardless of title or status) in any organization (regardless of size or nature) because the authors focus relentlessly on HOW some decision-makers get results and WHY most others don't. I recommend this book to individual executives, of course, but also to those involved in management training programs which involve others. (It would be terrific for developing "fast trackers."). Also, if and when appropriate, this book in combination with Michael Hammer's The Agenda would be an excellent "homework assignment" to be completed prior to an executive retreat or (as some prefer) advance. Moreover, I think anyone in the management consulting business should also read it. If ever there was a time when clients expect those such as I to help them "get things done," is it now.
Those who share my high regard for this book are urged to check out Hammer's book as well as David Maister's Practice What You Preach, Jim O'Toole's Leading Change and The Executive's Compass, and Kaplan and Norton's The Strategy-Focused Organization.
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41 of 47 people found the following review helpful:
A different management book, August 12, 2002
By therosen "therosen" (New York, NY United States) - See all my reviews
This was an atypical management book - rather than focus on "the idea that changes everything" or "the next revolution", it dives into the nuts and bolts of getting things done. In today's economy, this is what we need.
The authors bring distinct viewpoints: Larry Bossidy has the hardnosed viewpoints of a product of the GE management machine. He lived through the GE execution culture and reapplied it at the Honeywell. Ram Charan displays the broader view of a business school professor with extensive senior level consulting.
The book starts with a self evident description of why execution is needed. It moves into the types of behaviors a leader should exhibit, and how they set up the framework for change. It concludes with the three major processes an execution oriented leader should run: people, strategy and operations.
Yes - the book is generic, but it has to be to reach a broad audience. The concept of focusing on all 3 areas: people, strategy and operations is obvious, but important. In the context of calling them processes - it becomes a discipline. The general management focus and need for ongoing persistance is valuable to people of all levels.
There are some interesting ties to other management gurus. Tom Peters - as outlandish as he may be - is also big on getting things done. Deming's quality approach is ultimately about application. Collins in Built to Last focuses on execution - the steady and stable leader trumps the charistmatic showpiece. The ideas developed here have been building for some time. Their time to come to the front of every executive's thought is now.
The book does have a few knocks:
- If Bossidy built such a great culture for success at Honeywell, why did it fall apart immediately after his exit?
- Is there any hard research behind this? (With a former Harvard and Kellogg alum, you'd expect some)
- There is much less focus on the customers than one would expect.
Despite these small misgivings, this is most definitely a useful read for any manager or aspiring leader.
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114 of 141 people found the following review helpful:
Execute optimally!, July 13, 2003
By "pat_clearston200e" (Detroit, United States) - See all my reviews
This book describe a necessary leadership behavior in the Execution paradigm -- Insist on realism. As thinking is the basis of action, this concept requires more exploration and explanation. Prior to the introduction of Optimal Thinking into the corporate world, the pervasive motto was Think Positive. Optimism promotes persistence, but it is a poor strategy when the cost of failure or probability of failure are high. With the current integration of Optimal Thinking into leading corporations, the transformation from AnyCorp (consisting of any thinkers) to Opticorp (consisting of Optimal Thinkers) empowers the corporate culture to practice optimal realism. Optimal Thinkers accept what is out of their control, and optimize what is within their control. Using Optimal Thinking to ask questions like, What is within my/our control here? What are my/our options here? What is the worst event scenario? What is our optimal contingency plan? What is in our best interest? What is our highest priority? What are the best actions we can take to achieve it? What is the best thing you/we can do under the circumstances? empowers us to set clear priorities, and take the most constructive actions to follow through -- essential for optimal leadership and optimized execution. Execution-driven leaders who thrive on accountability and reward performance, must select the right people for the right jobs. This is achieved with Optimal Thinking. Read these two books, get your key people to read them too, and you will OPTIMIZE productivity. Help other customers find the most helpful reviews
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22 of 25 people found the following review helpful:
One of the few books about a crucial topic for managers, June 14, 2003
By "paganchief" (South Yarra, VIC Australia) - See all my reviews
I found this book to be extremely useful. Larry Bossidy's view is that the main function of a CEO is to manage the nexus between strategy, operations, and people. He outlines practical techniques to do this that are simple to implement, and may seem obvious to some, but will result in measurable performance improvement in your business. Your staff will be happier with clear goals and Rewards linked to Performance, communication will improve, and things will get done.
Most companies I have seen, be they large or small, have a big gap between what the Board is trying to do strategically and what people actually do day to day. There are many examples of companies whose strategies sounded great but never really happened, resulting in catastrophic loss of value (eg the AOL Time Warner merger). This is the only management book out of hundreds I have read that tells you how to fill this gap, and make your business achieve its strategic goals.
Others here have mentioned Jim Collins. While Built To Last and Good to Great were interesting case studies of successful large companies, they gave me nothing that I could implement immediately in my business. Larry and Ram's book let me bring world class business practices into my small company, as soon as I had finished reading it.
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28 of 33 people found the following review helpful:
Exulting the Execution. This is the bottom-line on this boo, January 3, 2004
By Holden Trotter (Indianapolis, IN USA) - See all my reviews
The book's primary focus is the importance of getting the right people in the right jobs to manage the three core business processes of people, strategy, and operations.
As a CEO, Larry Bossidy freely admits, "The leader's most important job is selecting and appraising people." With the right people in the right jobs, there's a gene pool of leadership that creates strategies that can be executed (when strategies are in sync with the realities of the marketplace, the economy, and the competition, they're much more likely to be executed and produce great results).
Bottom-line for this book: It will help crystallize and confirm many of the worries and suspicions you have in the back of your mind, and give you something to do about it. Definitely a book to have if you are in a leadership position. As a senior sales leader for a large pharmaceutical company, I have three personal favorites in my library:
1.) Good to Great by Jim Collins
2.) The Power of Habit by Jack D. Hodge
3.) The Five Dysfunctions of a Team by Patrick M. Lencioni
Now I'm adding a fourth: Execution - The Discipline of Getting Things Done. Great book.
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20 of 23 people found the following review helpful:
Wow. A Must-Read., April 24, 2006
By Clovis (Chicago, Illinois United States) - See all my reviews
Introduction
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The authors of EXECUTION: THE DISCIPLINE OF GETTING THINGS DONE explicate the importance of execution in organizations. Although I am reluctant to state it, I honestly consider this book a must-read for professionals determined to enhance the capabilities of their organizations.
HIGHLIGHTS:
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What is Execution?
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It is a discipline and a system, built into an organization's strategy, goals, and culture. For execution to work, leaders must be deeply engaged in it. Essentially, it is a specific set of behaviors and techniques that companies must master to develop a sustainable competitive advantage. Ultimately, the authors state that strategies most often fail due to a lack of execution.
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How to Develop the Discpline and System of Execution?
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It requires a rigorious discussion of an organizaition, constant questioning (productive questioning), tenacious follow through, and organizational accountability. To execute effectively, leaders must know their organization, the business environment, and be unafraid to confront reality. An important feature of execution involves linking rewards with desirable outcomes.
Building Blocks of Execution include:
(1) LEADERSHIP
(a) realism
(b) clear goals
(c) rewards for the doers
(d) expanding people's capabilities.
(2) ORG. CULTURE
(a) understand the software (beliefs and behaviors) of an organization as well as its hardware (strategy and structure)
(b) the organization must act to new thinking, not think itself to new actions
(c) provide rewards to performance
(d) help people master the desired behaviors
(e) facilitate robust dialogue in the framework of openness and candor and informality.
(3) THE RIGHT PEOPLE
(a) "many jobs are filled with the wrong people because the leaders who promote them are comfortable with them" (p. 116).
(b) spending time on developing people will result in a payoff of a sustainable competitive advantage.
(c) hire people determined to succeed, look at their backgrounds. Have they glided along their lives?
(d) critical: hire people with a drive to succeed, negating the education and pedigree of a person.
(e) when hiring, understand that some people interview well and others do not. (Why do people not understand this?) "A person who doesn't interview well may ... be the best choice" (p. 129).
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EXECUTING
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The processes of execution are strategy, people, and operations. To execute, all must be linked. The book contains incredible depth on the processes of execution, and it is very difficult for me to adequately review them. Although, say, 130 pages are devoted to the processes of execution, the content is extensive. Two concepts I should note are simultaneity and synchronization in organizations.
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A Model of Execution?
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Jack Welch, according to the authors, is the best example of a business leader who understood execution. Jack Welch's heart and soul were immersed in GE, and he was engaged in the process of execution personally and deeply; he managed the three core processes (selecting leaders, setting direction, and conducting operations) effectively.
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Conclusion
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Execution is crucial in organization. In fact, it is what separates the successful from the failures. Everyone must understand what execution is and how to execute for an organization to fulfill its potential.
I hope my review was helpful for you.
Sincerely,
Clovis Help
7 of 7 people found the following review helpful:
VERY GOOD. Makes YOU reevaluate your effectiveness, July 29, 2005
By John Alexander (Seattle WA) - See all my reviews
Execution is a fast read. Very well written and thoughtful, I found it jam-packed with practical advice. I read with a highlighter in my hand and was constantly marking it up. Why? Because it gives a manager who is also a "student of the game" a great resource for improving both decision making and follow through skillsets. Help other customers find the most helpful reviews
19 of 24 people found the following review helpful:
A BOOK YOU MUST READ, October 24, 2003
By Shashank Tripathi (Gadabout) - See all my reviews
It is a common fallacy of business, especially big companies, that the management does those in-the-sky thingies like relationship management, strategy development, hobnobbing with the big tykes etc (depending on which industry the firm is in.) The reality is, most "leaders" think they don't have to roll up their sleeve and "execute". They believe their buck stops at "strategizing".
At the end of the day, you bet on people, not on strategies. Strategies are intellectually simple; their execution is not simple. The question is, can you execute? That's what differentiates one company from another.
I thought this book would be about doozy ideas rehashed to be a "business book". But I found the book a common sensical narrative of HOW the executives mentioned (from AT&T, GE, Colgate-Palmolive, J&J etc -- some more successful than others) actually managed their delivery and ascent.
Brilliant book. Simply, fluently written. You can finish in the course of a laid-back Sunday afternoon lunch.
8 of 9 people found the following review helpful:
Exceptional book on getting results, March 13, 2006
By Stephen Denny "www.dennymarketing.com" - See all my reviews
Execution should be on the short list of reading materials for anyone managing people in the workplace. The point is simple: don't just talk about it -- do it, and do it well. Strategy is not an end in and of itself -- it is a first step -- and must be implemented well if it is to make a difference. Once this is clear, the rest is about *how* to foster a culture of execution in the workplace, from your personal mindset and actions, to how you work with your team without micromanaging, to asking the right kinds of questions. All excellent lessons to employ.
Sure, the jaded reader will say this is obvious. But after 25 years of working in real companies -- mid-caps to Fortune 10's -- I can tell you with complete confidence that the number of managers I've seen who have execution in their blood could be counted on one hand. Good execution cuts through competition like a knife. It can turn a 'me-to' company in a commodity business into a category killer -- I've seen this first-hand, fortunately from the winning side.
Read this book carefully, give it to your team (and your management), talk about it with them, and put concrete plans in place to put these lessons into practice. You will quickly see the difference.