Authors: Larry Bossidy, Ram Charan
ISBN-13: 9780609610572, ISBN-10: 0609610570
Format: Hardcover
Publisher: Crown Publishing Group
Date Published: June 2002
Edition: First Edition
Larry Bossidy is chairman and former CEO of Honeywell International, a Fortune 100 diversified technology and manufacturing leader. Earlier in his career he was chairman and CEO of AlliedSignal, chief operating officer of General Electric Credit (now GE Capital Corporation), executive vice president and president of GE’s Services and Materials Sector, and vice chairman of GE.
Ram Charan is a highly sought advisor to CEOs and senior executives in companies ranging from start-ups to the Fortune 500, including GE, DuPont, EDS, and Colgate-Palmolive. He is the author of What the CEO Wants You to Know and Boards That Work and the coauthor of Every Business Is a Growth Business. Dr. Charan has taught at both the Harvard Business School and the Kellogg School of Northwestern University.
Charles Burck is a writer and editor who collaborated with Larry Bossidy and Ram Charan. Earlier in his career he was an editor at Fortune magazine.
The book that shows how to get the job done and deliver results . . . whether you're running an entire company or in your first management job
Larry Bossidy is one of the world's most acclaimed CEOs, a man with few peers who has a track record for delivering results.
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 Cahners Business Information.
Introduction | 1 | |
Pt. I | Why Execution is Needed | |
1 | The Gap Nobody Knows | 13 |
2 | The Execution Difference | 35 |
Pt. 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 |
Pt. 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 |