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Execution: The Discipline of Getting Things Done

de Larry Bossidy, Ram Charan

MembresRessenyesPopularitatValoració mitjanaMencions
2,196137,404 (3.55)5
Business. Nonfiction. HTML:The book that shows how to get the job done and deliver results . . . whether youre running an entire company or in your first management job
Larry Bossidy is one of the worlds most acclaimed CEOs, a man with few peers who has a track record for delivering results. Ram Charan is a legendary advisor to senior executives and boards of directors, a man with unparalleled insight into why some companies are successful and others are not. Together theyve pooled their knowledge and experience into the one book on how to close the gap between results promised and results delivered that people in business need today.
After a long, stellar career with General Electric, Larry Bossidy transformed AlliedSignal into one of the worlds most admired companies and was named CEO of the year in 1998 by Chief Executive magazine. Accomplishments such as 31 consecutive quarters of earnings-per-share growth of 13 percent or more didnt just happen; they resulted from the consistent practice of the discipline of execution: understanding how to link together people, strategy, and operations, the three core processes of every business.
Leading these processes is the real job of running a business, not formulating a vision and leaving the work of carrying it out to others. Bossidy and Charan show the importance of being deeply and passionately engaged in an organization and why robust dialogues about people, strategy, and operations result in a business based on intellectual honesty and realism.
The leaders most important jobselecting and appraising peopleis one that should never be delegated. As a CEO, Larry Bossidy personally makes the calls to check references for key hires. Why? With the right people in the right jobs, theres a leadership gene pool that conceives and selects strategies that can be executed. People then work together to create a strategy building block by building block, a strategy in sync with the realities of the marketplace, the economy, and the competition. Once the right people and strategy are in place, they are then linked to an operating process that results in the implementation of specific programs and actions and that assigns accountability. This kind of effective operating process goes way beyond the typical budget exercise that looks into a rearview mirror to set its goals. It puts reality behind the numbers and is where the rubber meets the road.
Putting an execution culture in place is hard, but losing it is easy. In July 2001 Larry Bossidy was asked by the board of directors of Honeywell International (it had merged with AlliedSignal) to return and get the company back on track. Hes been putting the ideas he writes about in Execution to work in real time.
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Es mostren 1-5 de 13 (següent | mostra-les totes)
The building blocks and the core process described in this book are still very valid concepts - and will be as long as there are free enterprise companies. The ideas are somewhat 'dreamy' in the real world because in true capitalism the workers are expendable and as our national culture drifts further and further away from a work ethic, workers see no problem is trashing the company they work for. Nevertheless, the book's points are valid and will work if applied. ( )
  rcalbright | Sep 6, 2017 |
At my volunteer job I put my hands on old book on Execution subject. Now I am reading this focus business book. Helps managers to socialize with team to get results.
  DanielFace | Feb 24, 2016 |
Larry Bossidy and Ram Charan have written a fine management book with “Execution” and I can't see why other reviewers find it lacking in usefulness. It's true that their systems require a good deal of uncomfortable frank talk between managers but the whole thing is really concerned with getting outside the comfort zone.

Strategy focuses firmly on the company's environment and competitor actions with the core being very open (non-political) decision making with clearly defined actions and a timetable with specific personal responsibilities.

I'm not a great fan of management books in general but I can recommend this one and it has similarities to one of my longtime favourites, Sam Walton's “Made in America” (bad title) and like him, they emphasise the personal touch and a high level of personal involvement.

A downside is the strange neo-liberal economic environment that these systems are designed to exploit (not really their fault they are an important part of it).

For example the idea that outsourcing may damage US industry/ skills and employment is completely absent as is concern with the influence of special interest (of which they are certainly one). Line workers also don't get a single mention.

Try the following quotes from the book:

P196 “Do we have people who know how to source? Do we have people who can run a supply chain that extends worldwide?”

P197 “The short and medium term milestones were to develop programs to move to low-cost manufacturing locations .”

P247 “We also had a program to promote sales of high tech globally, using China as a low cost supply base.”

P223 “You must continue to involve our lobbyist group to show congressional leaders the advantages of the product and dispel some of the current misconceptions.”

P250 “Or maybe you wanted to shut down a plant this year and transfer production to a lower cost country.”

Etc. etc. It's all in line with Jack Welch's 70/70/70 rule (70% of research and development should be outsourced, 70% of that should be outsourced offshore, 70% should be outsourced overseas and sent to India) = A tragedy of the commons, where the Commons is the non-shareholder/non-top executive part of the U.S.A. ( )
  Miro | Jan 31, 2015 |
Desde Leader Summaries recomendamos la lectura del libro La clave de los negocios está en la ejecución, de Ram Charan y Larry Bossidy.
Las personas interesadas en las siguientes temáticas lo encontrarán práctico y útil: liderazgo, estrategia y modelos de negocio, características de un buen líder.
En el siguiente enlace tienes el resumen del libro La clave de los negocios está en la ejecución, Por qué la diferencia entre una empresa normal y otra extraordinaria está en la ejecución, en hacer las cosas cuando hay que hacerlas: La clave de los negocios está en la ejecución ( )
  LeaderSummaries | Dec 28, 2014 |
Uitvoeren is niet iets wat je delegeert om je daarna aan ëgrote´ zaken te wijden, maar dient juist tot de kern van je strategie, je doelen en je bedrijfscultuur te behoren.
In De kunst om dingen gedaan te krijgen laten Larry Bossidy en Ram Charan zien welke prioriteiten managers moeten stellen om waar te maken wat ze beloven. Drie processen staan daarbij voorop: strategie, mensen en organisatie. Nieuw in dit boek is de wijze waarop de auteurs deze processen met elkaar verbinden. Het resultaat van hun aanpak is een bedrijf waar management en werknemers één ding uitdragen: waarmaken wat je beloofd hebt.
Larry Bossidy was CEO van General Electric en Honeywell International. Aan het laatste bedrijf is hij nog steeds verbonden.
Ram Charan doceerde aan de Harvard Business School en de Kellog School of Northwestern University. Hij schreef diverse boeken. Hij is zo gewild als consultant dat hij voor een reizend bestaan koos met een kantoor als thuisbasis.
De kunst om dingen gedaan te krijgen is een bestseller in de Verenigde Staten van Amerika en is in een groot aantal landen vertaald.
'Het doel van dit boek is niet om je te vermaken, maar om je iets te leren' - New York Times
'Het nuttigste managementboek dat in jaren geschreven is. Doe jezelf een plezier en koop het!' - Boston Globe

Recensie(s)
NBD|Biblion recensie
'De kunst om dingen gedaan te krijgen', zo luidt de simpele titel van het boek van Larry Bossidy en Ram Charan. Een titel die direct aangeeft waar het om gaat. De auteurs behandelen oorzaken waarom het stroef kan lopen binnen het bedrijf: dingen die geacht worden te gebeuren, blijven achterwege. Er is 'uitvoeringsdiscipline' nodig. Vervolgens worden er dan tal van aspecten behandeld die de discipline in de weg zitten: het missen van contact met de werkelijkheid, onbegrip, te lage beloning bij goed presteren, niet de juiste mensen op de goede plaats enzovoort. De auteurs geven zeker goede tips, tips waarmee in de praktijk kan worden gewerkt. Anderzijds vallen veel van deze adviezen binnen de categorie 'gezond verstand'. Wie nadenkt over zijn bedrijfsmatig handelen, komt vanzelf tot conclusies die nu door de schrijvers van dit werk getrokken worden. In elk geval zal het boek voor midden- en grotere ondernemers interessant kunnen zijn. Het boek is vlot geschreven.

(Biblion recensie, R.J. Blom)
  -Cicero- | Sep 17, 2011 |
Es mostren 1-5 de 13 (següent | mostra-les totes)
Execution is "the missing link between aspirations and results," and as such, making it happen is the business leader's most important job. While failure in today's business environment is often attributed to other causes, Bossidy and Charan argue that the biggest obstacle to success is the absence of execution. They point out that without execution, breakthrough thinking on managing change breaks down, and they emphasize the fact that execution is a discipline to learn, not merely the tactical side of business.
 

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Larry Bossidyautor primaritotes les edicionscalculat
Charan, Ramautor principaltotes les edicionsconfirmat
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Business. Nonfiction. HTML:The book that shows how to get the job done and deliver results . . . whether youre running an entire company or in your first management job
Larry Bossidy is one of the worlds most acclaimed CEOs, a man with few peers who has a track record for delivering results. Ram Charan is a legendary advisor to senior executives and boards of directors, a man with unparalleled insight into why some companies are successful and others are not. Together theyve pooled their knowledge and experience into the one book on how to close the gap between results promised and results delivered that people in business need today.
After a long, stellar career with General Electric, Larry Bossidy transformed AlliedSignal into one of the worlds most admired companies and was named CEO of the year in 1998 by Chief Executive magazine. Accomplishments such as 31 consecutive quarters of earnings-per-share growth of 13 percent or more didnt just happen; they resulted from the consistent practice of the discipline of execution: understanding how to link together people, strategy, and operations, the three core processes of every business.
Leading these processes is the real job of running a business, not formulating a vision and leaving the work of carrying it out to others. Bossidy and Charan show the importance of being deeply and passionately engaged in an organization and why robust dialogues about people, strategy, and operations result in a business based on intellectual honesty and realism.
The leaders most important jobselecting and appraising peopleis one that should never be delegated. As a CEO, Larry Bossidy personally makes the calls to check references for key hires. Why? With the right people in the right jobs, theres a leadership gene pool that conceives and selects strategies that can be executed. People then work together to create a strategy building block by building block, a strategy in sync with the realities of the marketplace, the economy, and the competition. Once the right people and strategy are in place, they are then linked to an operating process that results in the implementation of specific programs and actions and that assigns accountability. This kind of effective operating process goes way beyond the typical budget exercise that looks into a rearview mirror to set its goals. It puts reality behind the numbers and is where the rubber meets the road.
Putting an execution culture in place is hard, but losing it is easy. In July 2001 Larry Bossidy was asked by the board of directors of Honeywell International (it had merged with AlliedSignal) to return and get the company back on track. Hes been putting the ideas he writes about in Execution to work in real time.

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