Making Strategy Work · Leading Effective Execution and Change (2nd Edition) by Hrebiniak, Lawrence G. -- Read -- Imperial Library of Trantor

Index

About This eBook Title Page Copyright Page Praise from the First Edition of Making Strategy Work Dedication Contents at a Glance Table of Contents About the Author Introduction to the Second Edition

Acknowledgments

Introduction to the First Edition

Learning from Experience What You Need to Lead The Big Picture Effective Change Management Applying What You Learn The Bottom Line On a Final Note A Few Thanks

Chapter 1. Strategy Execution Is the Key

Introduction Execution Is a Key to Success Additional Challenges and Obstacles to Successful Execution The Results: Obstacles to Successful Strategy Execution The Execution Challenge Summary Endnotes

Chapter 2. Overview and Model: Making Strategy Work

Introduction Common Versus Unique Execution Solutions A Need for Action A Model of Strategy Execution Another View of the Model of Strategy Execution Context of Execution Decisions Summary Endnotes

Chapter 3. The Path to Successful Execution: Good Strategy Comes First

Introduction Is the Impact of Strategy Overrated? Issue #1: The Need for Sound Planning and a Clear, Focused Strategy The Service Business Issue #2: The Importance of Integrating Corporate and Business Strategies Issue #3: Thinking Short Term—The Need to Define and Communicate the Operational Components of Strategy Issue #4: Understanding the “Demands” of Strategy and Successful Execution Summary Endnotes

Chapter 4. Organizational Structure and Execution

Introduction The Challenge of Structural Choice The Critical Structural Issues Summary Endnotes

Chapter 5. Managing Integration: Effective Coordination and Information Sharing

Introduction The Importance of Integration Interdependence and Coordination Methods Facilitating Information Sharing, Knowledge Transfer, and Communication Clarifying Responsibility and Accountability Responsibility Plotting and Role Negotiation Summary Endnotes

Chapter 6. Incentives and Controls: Supporting and Reinforcing Execution

Introduction Role of Incentives and Controls Incentives and Execution Controls: Feedback, Learning, and Adaptation The Strategy Review: Integrating Planning, Execution, and Control Summary Endnotes

Chapter 7. Managing Change

Introduction Managing Change: A Continuing Challenge Steps in Managing Change A Model of Change and Execution Summary Endnotes

Chapter 8. Managing Culture and Culture Change

Introduction What Is Culture? A Model of Culture and Cultural Change Summary Endnotes

Chapter 9. Power, Influence, and Execution

Introduction A View of Power and Influence Power and Execution Summary Endnotes

Part II: Applications

Chapter 10. Making Mergers and Acquisitions Work

Introduction Making Merger and Acquisition Strategies Work Using the Present Model and Approach to Execution Managing Change Managing Culture and Culture Change The Critical Role of Leadership Summary Endnotes

Chapter 11. Making Global Strategy Work

Introduction Types of Global Growth and Execution Decisions Summary Endnotes

Chapter 12. Executing Strategy in Service Organizations

Introduction Similarities: Executing Strategy in Service Businesses Service Businesses: Possible Differences Affecting Strategy Execution Categories or Types of Service Organizations Strategy Execution in People-Based Professional Service Organizations Summary: Strategy Execution in Service Organizations Endnotes

Chapter 13. Project Management and Strategy Execution

Introduction Possible Benefits of a Project Management Approach An Example: Project Management and Making Strategy Work Potential Pitfalls with Project Management Summary Endnotes

Appendix Index Financial Times Press