04416nam 22005173u 450 991067943420332120230617012322.01-84668-605-9(CKB)2670000000208835(EBL)361905(OCoLC)476191273(MiAaPQ)EBC1743152(MiAaPQ)EBC361905(Au-PeEL)EBL361905(EXLCZ)99267000000020883520130418d2005|||| u|| |engurcnu||||||||txtrdacontentcrdamediacrrdacarrierSuccessful Strategy Execution[electronic resource] How to Keep Your Business Goals on TargetLondon Profile20051 online resource (176 p.)Description based upon print version of record.CONTENTS; Acknowledgements; 1 Setting the scene; The problem defined: vision is nothing without execution; Looking back: British Airways; Looking back: General Electric; Looking at the present: Domaine Chandon; Looking at the present: case examples in this book; 2 Friction; General Electric: turning slogans into mantras in Hungary; Pfizer: dealing with discordancy; Friction: the military provenance; Friction: the business version; Strategy: the make-or-break role of the line; From friction to focus; 3 Focus; Luxfer Gas Cylinders: moving beyond operational excellence; Focusing on "hot spots"Domaine Chandon: from focus to clarity Lipper: clarity as bedrock; Pfizer: turning around its teams; Delegation and discretionary powers: the essence of military command; From clarity to communication; 4 Communication; Diageo Möet Hennessy Japan: words really matter; Communication or consultation: the new realities; IBM: test-marketing new values; Networks not hierarchies: the new social imperative; Reuters: fast forwarding corporate transformation; 5 Behaviour; Luncheon Vouchers in 1989: creating a competitive environment; Behaviour and how it is shapedDeutsche Bank and employee commitment: a new area of risk Behaviour: the strategy execution challenge; Coaching and personal support: the learning agenda; Internal and external consultancy support: the changing agenda; From coaching to measurement; 6 Measurement; HSBC Rail (UK): charting the future through corporate cartography; Strategic Management Tool 1: the strategy map; Strategy execution: the importance of effective performance measures; Strategic Measurement Tool 2: the balanced scorecard; British Telecom: aligning human resources to the business strategyStrategic Measurement Tool 3: the mission dashboard Thomson Financial: using clear measures to achieve great performance; From measurement to leadership; 7 Leadership; Six leadership roles for successful strategy execution; Instilling focus and clarity; Generating commitment and engagement; Allocating scant resources; Creating the right milestones of achievement; Fostering collaboration; Managing pace; 8 Change; Reuters: shifting gear as circumstances demand; Strategy change management: the new context; Managing uncertainty: a new management discipline; 9 InnovationEast African Breweries: exploring the links between clarity and creativity The underlying need and desire for innovation; Fostering innovation: eight roles; Look below the surface; Goldman Sachs: bringing organisational deviants to the surface in a way that supports strategy; 10 Pathway; A pathway to successful strategy execution; Effective change management: a virtuous spiral; Ineffective change management: a vicious spiral; Summary; Appendix; References; IndexStrategy-to-performance gaps foster a culture of under-performance. Unrealistic plans create the expectation throughout the organisation that plans simply will not be fulfilled. This book shows how to overcome such failings and implement strategy effectively.EconomistSuccessful Strategy ExecutionBusiness planningProject managementBusiness planning.Project management.658.401Syrett Michel438020AU-PeELAU-PeELAU-PeELBOOK9910679434203321Successful Strategy Execution2563633UNINA