Rating: 
Summary: Are you the one to get it done?
Review: The two authors have obviously worked together before writing this book and have now collaborated on practical lessons learned that leaders should want to stay sharp on. I have met Ram Charan at numerous meetings and found that his greatest strength is challenging people to think. I do not always agree with his insights, but I do like how he makes me and the reader think about how they act as a leader.Now I will tell you that I learned from Larry Bossidy's comments in the book. I actually sought out his comments as the book went on. Why? Well, each and every section that he contributed was no nonsense, practical advice. It appeared to me that his comments were straight from his thoughts, as if he were speaking. Spontaneous and candid. I made a list of take-away actions that I wanted to check myself on or apply in the future. The basic principles of the book are simple: identify the best people, give them clear objectives, challenge them to improve and check up on them frequently. It sounds too simple...but the simple things that Bossidy mentions are the important aspects of the book. Listening. Writing follow-up letters outlining the expectations of the leaders previous day interactions with the boss. Talking with people to find out for yourself what is going on, how people are being managed, what management is doing right and what they are doing wrong. I found the advice from Bossidy the real key to the book. I especially recommend this for all leaders that think execution is something that is delegated for others to do. I also recommend this for any leader, no matter what size company, to validate the basics in their personal toolkit...are you "executing" the basics?
Rating: 
Summary: The Missing Link
Review: Ram and Larry have done a wonderful job of clearly laying out what is needed to succeed in todays turbulent business world. Most authors like to sensationalize simple issues and write about things that would seem sexy enough to sell.
'Execution' points out with a number of examples the fundamental errors senior management often makes and steps to correct them. This is a good read for people at all levels in the organization.
Overall it is a well written book with simple ideas and techniques powerful enough to bring out the best in your organization.
Rating: 
Summary: You are so inconsiderate
Review: When I first opened this book, I thought, "This reminders me of somebody". I pondered over it for a moment then I remembered my old companion, Carl K. Karlson. He was a bright lad, very fun and never put a foot wrong in his life. Then he was executed for failiure to return a library book. This book really disappoints me, as I thought you were more sensitve than this. I did enjoy the bit with the giant monkeys though, but the flying whales were over the top. Best wishes, Nick Halle President of the Wrongly Executed Club
Rating:
Summary: A Cheap Imitation?
Review: ... The entire book has light examples and reads like a novelette...
Rating: 
Summary: Disappointed with focus on academic excercises
Review: This book reads like something a highly-paid consultant would put together for an undergrad business course. Bossidy's rich business experience and wisdom has been all but lost here in favor of cookie-cutter, common sense management credos espoused by co-author Ram Charan. Moreover, the "tag-team" writing style can be irritating and, frankly, often rather drab. As much as I like Larry Bossidy and owning HON stock, he should probably consider exiting the book-writing business.
Rating: 
Summary: Wait, I will write the review next week...
Review: As evidenced by yet another manifestation of my procrastination the book does not work!
Rating:
Summary: Get the Job Done
Review: Initiative, organization, people and forethought matter. To get the job done, all are necessary. Anemia and apathy can suck a company dry, especially one entrenched in corporate culture. The good company, authors Ram Charan and Larry Bossidy say, executes with success because they've hired people who understand, "Execution: The Discipline of Getting Things Done." No, not the book, per se, but the principles in the book. The book has this principles clearly laid-out. The challenge in reviewing this book is that it is packed beyond the usual business book with the meat of what differentiates the "could've been great leader" from the "guy who did it." Doing is what matters. Without getting things done, and done right, change can never exist, and profits will eventually slide. Larry Bossidy and Ram Charan have the credentials, and more importantly, the results that justify this book. He took Allied Signal to the top. Not only did he receive awards and such, but he has the numbers... the profits and stock value improvements to show he knows how to run the show. Charan's been an advisor to the major companies, and has taught at the nation's most impressive institutions. While Allied Signal is huge, the little guy will benefit from this as well. Own a coffeeshop? A hobby store? Business is business and what Bossidy has to say will help you too. Why let the manager make the calls to check references for the assistant manager? The assistant is a key hire, and your shop depends on him. Make those calls yourself, just as Bossidy did at his company. Be sure the right person is in place for each position. Acquring the best and brightest does not only refer to hiring a six figure CFO, but a $30K program manager, or activities director. Passivity and corporate anarchy are not the foundation of a company which intends to complete its goals. Charan & Bossidy is sure to point out about being part of and influencing decisions which matter, and being prepared to make those decisions. Pie in the sky ideas, then letting the VPs figure it out doesn't cut it. I fully recommend "Execution: The Discipline of Getting Things Done." Anthony Trendl
Rating:
Summary: A valuable reminder of how to do things right
Review: Bossidy and Charan present what they believe is the most critical
problem in business -- namely a failure to actually ensure that
an organization is really getting things done (and asking the
questions of itself necessary to get things done). I think the greatest strengths of the book are the real world
stories, illustrating key issues, and a willingness to name
names (i.e., they are candid about the failings they see in
public companies like AT&T). The only weakness, I found in the book was that I felt it didn't
get past becoming very good. That is, you can take this book and
its precepts to heart, and get very good at execution. But not
excellent -- the book doesn't deal with some of the complexities
that an execution focus can bring. For instance (to take an
example one periodically sees), how do you deal with the
manager who always meets his objectives (indeed, often exceeds
them), always prepares, but there's always a touch of sloppiness
in everything he touches -- enough that folks notice, but no
more. Do you promote such a person (in an execution environment,
I think you'd say yes -- is that the right answer?).
Rating:
Summary: Greatness through the Mastery of the Hows
Review: Larry Bossidy and Ram Charan first clearly demonstrate why the most effective business leaders are not out of touch with day-to-day activities but are deeply involved with all aspects of execution. For that purpose, Bossidy and Charan convincingly analyze recent failures in execution within companies such as Xerox, AT&T, and Lucent. Bossidy and Charan then examine the three building blocks that execution-driven leaders must use to design, install, and operate effectively the people, strategy, and operations processes within their organization. Those building blocks are the distinctive modus operandi of execution-driven leaders, a culture that thrives on accountability and links rewards to performance, and the selection of the right people for the right jobs. To their credit, Bossidy and Charan have a jargon-free laser focus in reviewing the stumbling blocks that underlie the execution gap in those three areas. Bossidy and Charan indeed illustrate each of those stumbling blocks with relevant examples from their practice that makes it very enjoyable to read. Bossidy and Charan then explore the people, strategy, and operations processes that are built on the above-mentioned foundation for execution excellence. Bossidy and Charan brilliantly illustrate with clear examples the multiple links that exist among those processes and their interaction with the outside world. To summarize, "Execution The Discipline of Getting Things Done" is too valuable to take dust on readers' shelves. Any leader aspiring for execution excellence can indeed find an enduring source of inspiration in that reference book.
Rating:
Summary: How, Why, and Why Not
Review: This may well prove to be one of the most influential business books published in recent years. In it, Bossidy and Charan (with Charles Burck) focus on what effective execution involves. Having read or observed interviews of Bossidy, I realized while reading this book that his is the primary role in the collaboration. Mercifully, the reader is spared vague theories as well as buzzing words and overheated phrases. Anchored in a wealth of real-world business experience, the book's core insights could be of substantial value to literally anyone who currently has problems "getting things done", doing them well, and on-time. In the first chapter, the authors identify what they call "the gap nobody knows." That is somewhat hyperbolic. Obviously Bossidy and Charan are aware of it as are, presumably, countless other decision-makers in various companies which sustain profitability while attracting and then retaining "the best and the brightest" people, often from competitor companies. In any event, the authors correctly stress the importance of eliminating the gap between recognizing what must be done and getting it done. The authors focus on three former CEOs of major corporations, each of whom they hold in high regard: Richard A. McGinn (Lucent Technologies) G. Richard Thoman (Xerox), and C. Michael Armstrong (AT&T). However, McGinn was "clearly out of touch" with day-to-day operations during his last year as CEO. For whatever reasons, Thoman lacked two essential "building blocks": the right people in key positions on his management team, and, appropriate core processes by which to implement his strategy, one which the authors view as being sound. As for Armstrong, the ambitious growth strategy he pursued was "disconnected from both external and internal realities" such as the regulatory climate at that time and the AT&T culture which was resistant to the major changes which Armstrong's strategy required. These three examples illustrate that even those with exceptional intelligence, energy, and character can fail to achieve their worthy objectives. The authors acknowledge that "Shaping the broad picture into a set of executable actions is analytical, and it's a huge intellectual, and emotional challenge." Some organizations and their leaders succeed. This book explains how. Most organizations and their leaders do not. This book explains why. Some readers of this review may incorrectly infer from my comments thus far that this book was written primarily for and about senior-level corporate executives. For that reason, I reiterate that all of the observations, evaluations, and suggestions provided in this book are directly relevant to almost anyone in any organization (regardless of size or nature) who is expected to "get things done," whatever those "things" may be. I agree completely with Noel Tichy (author of The Leadership Engine) that every organization needs aggressive and productive initiative at all levels. Including the word "discipline" in this book's title was intentional and is appropriate. Obviously, those who are decisive are not always successful. (What I call the "Fire! Ready! Aim! Syndrome" is far too common, especially among less-experienced but eager and ambitious executives.) The most effective decision-making process is one based on sufficient and relevant information which has been rigorously analyzed. (Thus evaluated, information becomes intelligence.) Relevant and (especially) painful realities are taken into full account. All appropriate options are identified and prioritized. When a major crisis occurs which requires an immediate response, the decision-maker(s) involved must also have courage. Discipline is essential throughout this entire process, a discipline which includes what Daniel Goleman characterizes as "emotional intelligence" or what Ernest Hemingway characterizes as "grace under duress." As indicated previously, I think this book will be of great value to any decision-maker (regardless of title or status) in any organization (regardless of size or nature) because the authors focus relentlessly on HOW some decision-makers get results and WHY most others don't. I recommend this book to individual executives, of course, but also to those involved in management training programs which involve others. (It would be terrific for developing "fast trackers."). Also, if and when appropriate, this book in combination with Michael Hammer's The Agenda would be an excellent "homework assignment" to be completed prior to an executive retreat or (as some prefer) advance. Moreover, I think anyone in the management consulting business should also read it. If ever there was a time when clients expect those such as I to help them "get things done," is it now. Those who share my high regard for this book are urged to check out Hammer's book as well as David Maister's Practice What You Preach, Jim O'Toole's Leading Change and The Executive's Compass, and Kaplan and Norton's The Strategy-Focused Organization.
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