Executing Your Strategy: How to Break It Down and Get It Done

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Overview

Why do businesses consistently fail to execute their competitive strategies? Because leaders don't identify and invest in the full range of projects and programs required to align the organization with its strategy. Moreover, even when strategy makers do break their plans down into doable chunks, they seldom work with project leaders to prioritize strategic investments and assure that needed resources are applied in priority order. And they often neglect to revise the strategic portfolio to fit the demands of a dynamic environment, or to stay connected to strategic projects through completion, as new products, services, skills and capabilities are ...
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More About This Book

Overview

Why do businesses consistently fail to execute their competitive strategies? Because leaders don't identify and invest in the full range of projects and programs required to align the organization with its strategy. Moreover, even when strategy makers do break their plans down into doable chunks, they seldom work with project leaders to prioritize strategic investments and assure that needed resources are applied in priority order. And they often neglect to revise the strategic portfolio to fit the demands of a dynamic environment, or to stay connected to strategic projects through completion, as new products, services, skills and capabilities are transferred into operations.

In Executing Your Strategy, Mark Morgan, Raymond Levitt, and William Malek present six imperatives that enable you to do the right strategic projects--and do those projects right. And it is no accident that the six imperatives combine to create the acronym INVEST:

Ideation: Clarify and communicate Purpose, Identity and Long Range Intention

Nature: Develop alignment between Strategy, Structure and Culture based on Ideation

Vision: Create clear Goals and Metrics aligned to Strategy and guided by Ideation

Engagement: Do the right projects based on the Strategy through Portfolio management

Synthesis: Do Projects and Programs right, in alignment with Portfolio

Transition: Move the Project and Program outputs into Operations where benefit is realized

Full of intriguing company examples and practical advice, this crucial new resource shows you how to make strategy happen in your organization.

Product Details

  • ISBN-13: 9781591399568
  • Publisher: Harvard Business Review Press
  • Publication date: 12/24/2007
  • Pages: 304
  • Sales rank: 263,548
  • Product dimensions: 6.30 (w) x 9.20 (h) x 1.20 (d)

Meet the Author

Mark Morgan is Chief Learning Officer at IPSolutions Inc. and Practice Director of the Stanford Advanced Project Management Program (SAPM).

Raymond Levitt is a Professor in Stanford's School of Engineering and Academic Director of SAPM.

William Malek is an independent consultant, educator and trainer, former CEO of IPSolutions, Inc., and SAPM Program Director from 2002 to 2006.

Table of Contents


Acknowledgments     vii
Introduction: Why Strategic Execution Is So Difficult-and What You Can Do About It     1
Strategy-Making Imperatives
Ideation Imperative: Clarify and Communicate Identity, Purpose, and Long-Range Intention     27
Vision Imperative: Translate Intention into Strategy, Goals, and Metrics     61
Nature Imperative: Align Strategy, Culture, and Structure     91
Project Leadership Imperatives
Engagement Imperative: Engage Strategy Through the Project Investment Stream     141
Synthesis Imperative: Monitor and Align Project Work     181
Transition Imperative: Move Project Outputs into the Mainstream     213
Conclusion: Executing Strategy by Doing the Right Things Right     239
Notes     263
Index     271
About the Authors     289

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  • Posted October 22, 2008

    more from this reviewer

    Straightforward guide to getting it done

    Mark Morgan, Raymond E. Levitt and William Malek, a team with academic and hands-on experience at strategy execution, go directly to the heart of getting things accomplished. As they observe, the business scene is littered with the ruins of strategies that looked good on paper but failed the test of execution. Such failures often happen because strategic thinkers neglect project leaders. The authors clearly identify three ¿strategy-making imperatives¿ and three ¿project leadership imperatives,¿ and explain how to implement them. They explain the pivotal need to align a project¿s structural elements. getAbstract believes that this book, which is generally well-written and pointed, with minimal jargon, will be valuable to any strategist or project leader.

    1 out of 1 people found this review helpful.

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