Making Strategy Work
Leading Effective Execution and Change
Published on 13. January 2005
Book
Hardback
408 pages
978-0-13-146745-3 (ISBN)
Description
Without effective execution, no business strategy can succeed. Unfortunately, most managers know far more about developing strategy than about executing it -- and overcoming the difficult political and organizational obstacles that stand in their way. In this book, leading consultant and Wharton professor Lawrence Hrebiniak offers the first comprehensive, disciplined process model for making strategy work in the real world. Drawing on his unsurpassed experience, Hrebiniak shows why execution is even more important than many senior executives realize, and sheds powerful new light on why businesses fail to deliver on even their most promising strategies. Next, he offers a systematic roadmap for execution that encompasses every key success factor: organizational structure, coordination, information sharing, incentives, controls, change management, culture, and the role of power and influence in your business. Making Strategy Work concludes with a start-to-finish case study showing how to use Hrebeniak's ideas to address one of today's most difficult business execution challenges: ensuring the success of a merger or acquisition.
Reviews / Votes
From Kirkus Reports, February 10, 2005 Volume 2, Issue 1Making Strategy Work: Leading Effective Execution and Change
By: Lawrence G. Hrebiniak
Publisher: Wharton School Publishing
Pub Date: January 2005
In what could be an excellent companion piece to either branding book mentioned this month, Wharton professor Hrebiniak deconstructs the grand theories and explores what it takes to work in the real world. He starts by discussing what doesn't work-when managers dream up ambitious scenarios but leave the execution to their underlings, things are bound to go wrong. In other words: formula is easy; execution is hard. Ownership, according to Hrebiniak, is the key to success, and he moves clearly through the many steps of taking strategy from the theoretical to the concrete. There are sections devoted to all the common pitfalls: information sharing, providing appropriate incentives, and managing culture change. Case studies of big corporations and the challenges they met or flubbed provide a real-world look at the stakes involved. The author also provides an examination of power and influence as they relate to execution, and a section that demonstrates how his theories could be applied to recent M&As. In all, a mercifully cut-and-dry, clear-eyed view of one way in which businesses can succeed or fail.
More details
Language
English
Place of publication
Upper Saddle River
United States
Publishing group
Pearson Education (US)
Target group
Professional and scholarly
Dimensions
Height: 161 mm
Width: 236 mm
Thickness: 35 mm
Weight
668 gr
ISBN-13
978-0-13-146745-3 (9780131467453)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
New editions
Book
07/2013
2nd Edition
Pearson FT Press
€47.00
Shipment within 15-20 days
Person
About the Author
Dr. Lawrence Hrebiniak is a professor in the Department of Management of the Wharton School at the University of Pennsylvania. He has been a member of the Wharton faculty since 1976, and currently teaches courses in strategic management and strategy implementation in the Wharton M.B.A. and Executive Education programs. He held several managerial positions in industry prior to entering academia, and is a past president of the Organization Theory Division of the Academy of Management. For over two years, he was one of five Wharton faculty providing commentaries on the Wharton Management Report, a daily program on the Financial News Network.
His consulting activities and executive development programs focus on strategy implementation, the formulation of strategy, and organizational design, both inside and outside the U.S. Dr. Hrebiniak's clients have included Johnson & Johnson, AT&T, Chemical Bank, Isuzu (Japan), Weyerhauser, Dun & Bradstreet, DuPont, Management Centre (Europe), the Social Security Administration, First American Bankshares, General Motors (U.S., Brazil, Japan, Venezuela), Chase Manhattan, Studio Amrosetti (Milan), and GE.
Dr. Hrebiniak's current research is concerned primarily with strategy implementation, especially the relationships among strategy, structure and performance. He is also interested in strategic adaptation as organizations change over time to remain competitive. He has authored four books, including Implementing Strategy (PHPTR 1984) and The We-Force in Management (Jossey-Bass, Inc. 1994).
(c) Copyright Pearson Education. All rights reserved.
Dr. Lawrence Hrebiniak is a professor in the Department of Management of the Wharton School at the University of Pennsylvania. He has been a member of the Wharton faculty since 1976, and currently teaches courses in strategic management and strategy implementation in the Wharton M.B.A. and Executive Education programs. He held several managerial positions in industry prior to entering academia, and is a past president of the Organization Theory Division of the Academy of Management. For over two years, he was one of five Wharton faculty providing commentaries on the Wharton Management Report, a daily program on the Financial News Network.
His consulting activities and executive development programs focus on strategy implementation, the formulation of strategy, and organizational design, both inside and outside the U.S. Dr. Hrebiniak's clients have included Johnson & Johnson, AT&T, Chemical Bank, Isuzu (Japan), Weyerhauser, Dun & Bradstreet, DuPont, Management Centre (Europe), the Social Security Administration, First American Bankshares, General Motors (U.S., Brazil, Japan, Venezuela), Chase Manhattan, Studio Amrosetti (Milan), and GE.
Dr. Hrebiniak's current research is concerned primarily with strategy implementation, especially the relationships among strategy, structure and performance. He is also interested in strategic adaptation as organizations change over time to remain competitive. He has authored four books, including Implementing Strategy (PHPTR 1984) and The We-Force in Management (Jossey-Bass, Inc. 1994).
(c) Copyright Pearson Education. All rights reserved.
Content
Introduction.
1. Strategy Execution Is the Key.
Execution Is a Key to Success
Making Strategy Work Is More Difficult Than the Task of Strategy Making
Sound Execution Is Critical-A Focus on Making Strategy Work Pays Major Dividends
Managers Are Trained to Plan, Not Execute
Let the "Grunts" Handle Execution
Planning and Execution Are Interdependent
Execution Takes Longer Than Formulation
Execution Is a Process, Not an Action or Step
Execution Involves More People Than Strategy Formulation Does
Additional Challenges and Obstacles to Successful Execution
Wharton-Gartner Survey
Wharton Executive Education Survey
Panel Discussions
The Results: Opinions About Successful Strategy Execution
Poor Execution Outcomes
Making Sense of the Data and Going Forward
The Execution Challenge
Having a Model or Guidelines for Execution
Strategy is the Primary Driver
Managing Change
The Power Structure
Coordination and Information Sharing
Clear Responsibility and Accountability
The Right Culture
Leadership
Controls, Feedback, and Adaptation
The Next Step: Developing a Logical Approach to Execution Decisions and Actions
Summary
Endnotes
2. Overview and Model: Making Strategy Work.
Common vs. Unique Execution Solutions
A Need for Action
A Model of Strategy Execution
Corporate Strategy
Corporate Structure
Need for Integration
Executing Business Strategy
"Demands" of Business Strategy
Integrating Strategy and Short-term Operating Objectives
Incentives and Controls
Incentives
Controls
Context of Execution Decisions
The Execution Context
Managing Change
Culture
The Organizational Power Structure
The Leadership Climate
Need for a Disciplined Approach
Summary
Endnotes
3. The Path to Successful Execution: Good Strategy Comes First.
Is the Impact of Strategy Overrated?
Issue #1: The Need for Sound Planning and a Clear, Focused Strategy
Corporate-Level Planning
AT&T: Bad Corporate Strategy?
Business Strategy
Issue #2: The Importance of Integrating Corporate and Business Strategies
The Role of the Business Is Unclear
Inappropriate Performance Metrics
Battles Over Resource Allocations
Assessments of Business Performance Create Additional Problems
The Strategy Review
Issue #3: The Need to Define and Communicate the Operational Components of Strategy
Integrating Strategic and Short-Term Objectives
Need for Measurable Objectives
Issue #4: Understanding the "Demands" of Strategy and Successful Execution
Low-Cost Producer
Differentiation Strategies
Developing the Right Capabilities
The Demands of Global Strategy
A Final Point
Summary
Endnotes
4. Organizational Structure and Execution.
The Challenge of Structural Choice
General Motors
Johnson & Johnson
Citibank and ABB
The Critical Structural Issues
Structural Issue #1: Measuring Costs and Benefits of Structure
Structural Issue #2: Centralization vs. Decentralization
Structural Issue #3: The Strategy-Structure-Performance Relationship
Summary
Endnotes
5. Managing Integration: Effective Coordination and Information Sharing.
The Importance of Integration
Boeing
Royal Dutch/Shell Group
Dell Computers
Interdependence and Coordination Methods
Types of Interdependence
Coordination Processes and Methods
The GE "Work Out"
Facilitating Information Sharing, Knowledge Transfer, and Communication
Creating, Using, and Sharing Knowledge
Methods, Tools, or Processes for Information Sharing
Informal Forces and Information Sharing
Additional Informal Factors Affecting Information Flow and Knowledge Transfer
Clarifying Responsibility and Accountability
Responsibility Plotting and Role Negotiation
Summary
Endnotes
6. Incentives and Controls: Supporting and Reinforcing Execution.
Role of Incentives and Controls
Incentives and Execution
A Basic Rule: Don't Demotivate People
Good Incentives
Reward the Right Things
Controls: Feedback, Learning, and Adaptation
The Control Process
Develop and Use Good Objectives
Reward the Doers, the Performers
Face the Brutal Facts Honestly
Reward Cooperation
Clarify Responsibility and Accountability
Controls Require Timely and Valid Information
Leadership, Controls, and Execution
The Strategy Review: Integrating Planning, Execution, and Control
Step 1: Strategy Formulation
Step 2: The Execution Plan
Step 3: Initiating the Control Process
Step 4: Cause-Effect Analysis and Organizational Learning
Step 5: Feedback and Change
Step 6: Follow Up and Continue the Process
Summary
Endnotes
7. Managing Change.
Managing Change: A Continuing Challenge
Steps in Managing Change
A Model of Change and Execution
Components of the Model
Relating Change to Execution Problems
Sequential Change
Complex Change
Other Factors Affecting Change
Summary
Endnotes
8. Managing Culture and Culture Change.
What Is Culture?
Culture is Important for Execution
Culture is Not Homogeneous
Culture Affects Performance
Organizational Performance Affects Culture
A Model of Culture and Cultural Change
The Top Line: The Effects of Culture
The Bottom Line: Changing Culture
Summary
Rule 1: The Reasons for Change Must Be Clear, Compelling, and Agreed Upon By Key Players
Rule 2: Focus on Changing Behavior-Not Directly on Changing Culture
Rule 3: Effective Communication is Vital to Culture Change
Rule 4: Adequate Effort Must Be Expanded to Reduce Resistance to Change
Rule 5: Beware of Excessive Speed
Endnotes
9. Power, Influence, and Execution.
A View of Power and Influence
Strategy and Environment
Problems or Dependencies
Organizational Structure
Uneven Resource Allocations
Internal Dependencies and Power
Using Power and Influence
Coming Full Circle: Conclusions About Power
Power and Execution
Define Power Bases and Relationships
Form Coalitions or Develop Joint Ventures with Those in Power
Focus on Value-Added, Measurable Results
A Final Note on Power: The Downside
Summary
Endnotes
10. Summary and Application: Making Mergers and Acquisitions Work.
Making Merger and Acquisition Strategies Work
Why Focus on Mergers and Acquisitions?
Why Do So Many Mergers and Acquisitions Fail or Founder?
Using the Present Model and Approach to Execution
Corporate Strategy
Corporate Structure
Cultural Integration in M&A
Business Strategy and Short-Term Objectives
Business Structure/Integration
Incentives and Controls
Managing Change
Managing Culture and Culture Change
The Critical Role of Leadership
Summary
Endnotes
Appendix.
Index.
1. Strategy Execution Is the Key.
Execution Is a Key to Success
Making Strategy Work Is More Difficult Than the Task of Strategy Making
Sound Execution Is Critical-A Focus on Making Strategy Work Pays Major Dividends
Managers Are Trained to Plan, Not Execute
Let the "Grunts" Handle Execution
Planning and Execution Are Interdependent
Execution Takes Longer Than Formulation
Execution Is a Process, Not an Action or Step
Execution Involves More People Than Strategy Formulation Does
Additional Challenges and Obstacles to Successful Execution
Wharton-Gartner Survey
Wharton Executive Education Survey
Panel Discussions
The Results: Opinions About Successful Strategy Execution
Poor Execution Outcomes
Making Sense of the Data and Going Forward
The Execution Challenge
Having a Model or Guidelines for Execution
Strategy is the Primary Driver
Managing Change
The Power Structure
Coordination and Information Sharing
Clear Responsibility and Accountability
The Right Culture
Leadership
Controls, Feedback, and Adaptation
The Next Step: Developing a Logical Approach to Execution Decisions and Actions
Summary
Endnotes
2. Overview and Model: Making Strategy Work.
Common vs. Unique Execution Solutions
A Need for Action
A Model of Strategy Execution
Corporate Strategy
Corporate Structure
Need for Integration
Executing Business Strategy
"Demands" of Business Strategy
Integrating Strategy and Short-term Operating Objectives
Incentives and Controls
Incentives
Controls
Context of Execution Decisions
The Execution Context
Managing Change
Culture
The Organizational Power Structure
The Leadership Climate
Need for a Disciplined Approach
Summary
Endnotes
3. The Path to Successful Execution: Good Strategy Comes First.
Is the Impact of Strategy Overrated?
Issue #1: The Need for Sound Planning and a Clear, Focused Strategy
Corporate-Level Planning
AT&T: Bad Corporate Strategy?
Business Strategy
Issue #2: The Importance of Integrating Corporate and Business Strategies
The Role of the Business Is Unclear
Inappropriate Performance Metrics
Battles Over Resource Allocations
Assessments of Business Performance Create Additional Problems
The Strategy Review
Issue #3: The Need to Define and Communicate the Operational Components of Strategy
Integrating Strategic and Short-Term Objectives
Need for Measurable Objectives
Issue #4: Understanding the "Demands" of Strategy and Successful Execution
Low-Cost Producer
Differentiation Strategies
Developing the Right Capabilities
The Demands of Global Strategy
A Final Point
Summary
Endnotes
4. Organizational Structure and Execution.
The Challenge of Structural Choice
General Motors
Johnson & Johnson
Citibank and ABB
The Critical Structural Issues
Structural Issue #1: Measuring Costs and Benefits of Structure
Structural Issue #2: Centralization vs. Decentralization
Structural Issue #3: The Strategy-Structure-Performance Relationship
Summary
Endnotes
5. Managing Integration: Effective Coordination and Information Sharing.
The Importance of Integration
Boeing
Royal Dutch/Shell Group
Dell Computers
Interdependence and Coordination Methods
Types of Interdependence
Coordination Processes and Methods
The GE "Work Out"
Facilitating Information Sharing, Knowledge Transfer, and Communication
Creating, Using, and Sharing Knowledge
Methods, Tools, or Processes for Information Sharing
Informal Forces and Information Sharing
Additional Informal Factors Affecting Information Flow and Knowledge Transfer
Clarifying Responsibility and Accountability
Responsibility Plotting and Role Negotiation
Summary
Endnotes
6. Incentives and Controls: Supporting and Reinforcing Execution.
Role of Incentives and Controls
Incentives and Execution
A Basic Rule: Don't Demotivate People
Good Incentives
Reward the Right Things
Controls: Feedback, Learning, and Adaptation
The Control Process
Develop and Use Good Objectives
Reward the Doers, the Performers
Face the Brutal Facts Honestly
Reward Cooperation
Clarify Responsibility and Accountability
Controls Require Timely and Valid Information
Leadership, Controls, and Execution
The Strategy Review: Integrating Planning, Execution, and Control
Step 1: Strategy Formulation
Step 2: The Execution Plan
Step 3: Initiating the Control Process
Step 4: Cause-Effect Analysis and Organizational Learning
Step 5: Feedback and Change
Step 6: Follow Up and Continue the Process
Summary
Endnotes
7. Managing Change.
Managing Change: A Continuing Challenge
Steps in Managing Change
A Model of Change and Execution
Components of the Model
Relating Change to Execution Problems
Sequential Change
Complex Change
Other Factors Affecting Change
Summary
Endnotes
8. Managing Culture and Culture Change.
What Is Culture?
Culture is Important for Execution
Culture is Not Homogeneous
Culture Affects Performance
Organizational Performance Affects Culture
A Model of Culture and Cultural Change
The Top Line: The Effects of Culture
The Bottom Line: Changing Culture
Summary
Rule 1: The Reasons for Change Must Be Clear, Compelling, and Agreed Upon By Key Players
Rule 2: Focus on Changing Behavior-Not Directly on Changing Culture
Rule 3: Effective Communication is Vital to Culture Change
Rule 4: Adequate Effort Must Be Expanded to Reduce Resistance to Change
Rule 5: Beware of Excessive Speed
Endnotes
9. Power, Influence, and Execution.
A View of Power and Influence
Strategy and Environment
Problems or Dependencies
Organizational Structure
Uneven Resource Allocations
Internal Dependencies and Power
Using Power and Influence
Coming Full Circle: Conclusions About Power
Power and Execution
Define Power Bases and Relationships
Form Coalitions or Develop Joint Ventures with Those in Power
Focus on Value-Added, Measurable Results
A Final Note on Power: The Downside
Summary
Endnotes
10. Summary and Application: Making Mergers and Acquisitions Work.
Making Merger and Acquisition Strategies Work
Why Focus on Mergers and Acquisitions?
Why Do So Many Mergers and Acquisitions Fail or Founder?
Using the Present Model and Approach to Execution
Corporate Strategy
Corporate Structure
Cultural Integration in M&A
Business Strategy and Short-Term Objectives
Business Structure/Integration
Incentives and Controls
Managing Change
Managing Culture and Culture Change
The Critical Role of Leadership
Summary
Endnotes
Appendix.
Index.