LEADER 04414nam 22005173u 450 001 996262833103316 005 20230617012322.0 010 $a1-84668-605-9 035 $a(CKB)2670000000208835 035 $a(EBL)361905 035 $a(OCoLC)476191273 035 $a(MiAaPQ)EBC1743152 035 $a(MiAaPQ)EBC361905 035 $a(Au-PeEL)EBL361905 035 $a(EXLCZ)992670000000208835 100 $a20130418d2005|||| u|| | 101 0 $aeng 135 $aurcnu|||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aSuccessful Strategy Execution$b[electronic resource] $eHow to Keep Your Business Goals on Target 210 $aLondon $cProfile$d2005 215 $a1 online resource (176 p.) 300 $aDescription based upon print version of record. 327 $aCONTENTS; 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" 327 $aDomaine 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 Mo?et 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 shaped 327 $aDeutsche 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 strategy 327 $aStrategic 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 Innovation 327 $aEast 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; Index 330 $aStrategy-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. 517 $aEconomist 517 $aSuccessful Strategy Execution 606 $aBusiness planning 606 $aProject management 615 4$aBusiness planning. 615 4$aProject management. 676 $a658.401 700 $aSyrett$b Michel$0438020 801 0$bAU-PeEL 801 1$bAU-PeEL 801 2$bAU-PeEL 906 $aBOOK 912 $a996262833103316 996 $aSuccessful Strategy Execution$92563633 997 $aUNISA