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- Herausgeber: Business Book Summaries
- Kategorie: Lebensstil
- Sprache: Englisch
The must-read summary of Lawrence Hrebiniak's book: "Making Strategy Work: Leading Effective Execution and Change".
This complete summary of the ideas from Lawrence Hrebiniak's book "Making Strategy Work" shows how the strategies that fail often do so not because the ideas are bad, but because the implementation is bad. To get an organisation to put a chosen strategy into place successfully, a unified and integrated approach to execution is required. In his book, the author explains the five key factors that leaders should get right in order to implement strategies as effectively as possible and reap the rewards. This summary explains each of these factors in turn and works as a guidebook on the best way to implement change.
Added-value of this summary:
• Save time
• Understand key concepts
• Expand your knowledge
To learn more, read "Making Strategy Work" and discover the key to successfully implementing new strategies and changes.
Das E-Book können Sie in Legimi-Apps oder einer beliebigen App lesen, die das folgende Format unterstützen:
Seitenzahl: 30
Veröffentlichungsjahr: 2014
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Book PresentationMaking Strategy Work by Lawrence Hrebiniak1
Book Abstract
About the Author
Important Note About This Ebook
Summary of Making Strategy Work (Lawrence Hrebiniak)4
Factor #1 : Corporate Strategy
Factor #2 : Corporate structure, Integration
Factor #3 : Business strategy, Short-term objectives
Factor #4 : Business structure
Factor #5 : Incentives and controls
Context : The four key elements
Book PresentationMaking Strategy Work by Lawrence Hrebiniak
Book Abstract
MAIN IDEA
The key to actually executing a chosen strategy is what happens after the decision is made. If things are left to their natural path, most businesses will fail to execute their chosen strategy, and will instead continue doing what they have always done. To get an organization to implement a chosen strategy successfully, a unified and integrated approach to execution is required.
To make your chosen strategy work, concentrate on getting five key factors right as well as paying attention to the context:
About the Author
LAWRENCE HREBINIAK is professor of business management of the Wharton School at the University of Pennsylvania. Dr. Hrebiniak has been on the Wharton faculty since 1976. He focuses on strategy execution, the formulation of business strategy and organizational design. Dr. Hrebiniak is the co-author of Implementing Strategy and The We-Force in Management.
Important Note About This Ebook
This is a summary and not a critique or a review of the book. It does not offer judgment or opinion on the content of the book. This summary may not be organized chapter-wise but is an overview of the main ideas, viewpoints and arguments from the book as a whole. This means that the organization of this summary is not a representation of the book.
Summary of Making Strategy Work (Lawrence Hrebiniak)
Factor #1 : Corporate Strategy
To be able to execute effectively, the corporate strategy must be clear and focused rather than fuzzy or vague. The corporate strategy must be designed with implementation in mind and dictates what businesses or industries should make up the corporate portfolio. The corporate strategy will of necessity specify the number of operating units in the organization and how overall resources will be allocated across these units.
Generally speaking, it’s much easier to nominate a commercial strategy than it is to actually make that strategy work. There are several reasons for this phenomena:
Managers are trained to plan – not to execute. Managers tend to know more about formulating a strategy than they know about executing one because this is what their training has focused on.Some top-level managers assume they can nominate any strategy they like – and then leave it up to middle-level managers and lower-level employees to figure out the details. They turn execution over to the “grunts” and expect them to figure out any roadblocks which crop up.The people who plan strategies are sometimes separate from those who actually do what’s required – meaning the “planners” may have no real hands-on feel for the problems the “doers” are striking.Execution of a strategy usually takes much longer than formulation – making it harder for people to maintain a feel for the big picture issues.Strategy execution is a process – as opposed to strategy formulation which is frequently a one-step deal.Strategy execution involves far more people than strategy development ever does – muddying the waters somewhat.Despite these challenges, effective execution always begins with a good strategy at both the corporate and business levels. A sound strategy is the driving force behind any attempt to execute or make that strategy work.
The differences between a “good” strategy and a “bad” strategy from an execution perspective are:
A good strategy at both the corporate and business unit levels is clear and focused – and based on some reality based thinking rather than head-in-the-clouds thinking. A good strategy will have:
