Execution: The Discipline of Getting Things Done

Rating:
Summary: Even More Impressive After Another Re-Reading
Review: After re-reading this book, I remain convinced that this will continue 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.

Rating:
Summary: This book is essential read for anyone.
Review: I agree that the most important thing in business success is the execution of the strategy, and there are a lot (a hell lot of) good strategies get wasted by lousy execution.

Execution is important in any type of business, and failing to do so is the responsibility of the leader. Most small business owners know that by heart as they saw the execution right there days in days out, but a lot of big corporation did not, especially those who never really do MBWA.

Linking the three processes will be the only way we can execute well. People-strategy-operation surely is the heart of the matter.

I like the part of the PEOPLE PROCESS, and i think we often put the wrong emphasis in finding the right people on the right job. We did not put the track of their past EXECUTION into our major consideration.

I think this is a good execution-framework book for all leaders and supervisors to learn about execution.

I think EXECUTION will be more useful if you also improve you business model innovation, the book "The Ultimate Competitive Advantage" will be best paired to this book. Read both and combine the good strategy with superb execution and you will be a winner.

Rating:
Summary: Valuable information for all companies, all levels
Review: EXECUTION appears to be targeted at the most senior leaders at the largest corporations when in fact much of it is applicable to workers and managers at all levels and in organizations of all sizes. Granted, some of the specifics address issues faced with those at the top of large organizations such as keeping updated on hundreds of vice presidents.

For the owner/manager of a smaller business, someone in middle management or someone who just wants to do a great job in their organization, there's a wealth of information. Job seekers can use a lot of the information, somewhat in reverse, to both showcase their capabilities and to evaluate the effectiveness of the organization that's seeking to hire them.

There are numerous examples of real-world challenges and how they were met - sometimes successfully, sometimes unsuccessfully. This information isn't everything one needs to be a successful manager, but it certainly addresses the issues of getting things done from personnel selection, coaching, evaluation and either promoting, moving or removing people.

The "Letter To A New Leader" which concludes the book is not a synopsis, but does touch on many of the key points.

Rating:
Summary: Managerial advice for leaders and senior executives
Review: Larry Bossidy is Chairman and former CEO of Honeywell International. Ram Charan has taught at both the Harvard Business School and the Kellogg School of Northwestern University. He now is a highly sought advisor to CEOs and senior executives. This book is split up in three sections (consisting of two to four chapters each), plus an useful introduction and conclusion.

In Part I - Why Execution Is Needed, the authors explain the discipline of execution. "Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage. It is a discipline of its own." This discipline is based on a set of building blocks that every leader must use to design, install, and operate the three core processes of execution.

These building blocks are described in Part II - The Building Blocks of Execution. I believe that Chapter 3, which describes the leader's seven essential behaviors, is the best of the book. This chapter is followed by Building Block Two - Creating the Framework for Cultural Change. "To change a business's culture, you need a set of processes - social operating mechanisms - that will change the beliefs and behaviors of people ..." The final chapter in this part discusses human resources management, or having the right people in the right place. A large part of this chapter is based on Bossidy's experience within General Electric (under the leadership of the legendary Jack Welch).

In Part III - The Three Core Processes of Execution, the authors introduce the three core processes required to fulfill the building blocks of Part II. The three processes are the people process, strategy process, and operations process, which are each explained in an individual chapter. "Leaders need to master the individual processes and the way they work together as a whole. They are the foundation for the discipline of execution, at the center of conceiving and executing a strategy."

Contrary to the hype when this book was published I am disappointed with this book. I will explain why. First, I think that the title of the book is wrong and I warn potential readers that this book is no self-help book. I believe that this book is aimed at processes at senior executive-level and is almost pointless for middle managers. I would suggest a title of 'The Discipline of Getting Things Done Through Others'. Second, most of the examples and points in this book have already been published and explained in other books (from Ram Charan, Jack Welch, and Noel M. Tichy) and business magazines (Business Week, Fortune, etc.). In all honesty, I struggled to finish the book. Yes, there are some good chapters, but that is not worth the 270 pages. The book is written in simple US-English.

Rating:
Summary: At best uninspiring, at worst contradictory and flippant...
Review: Without substance.
Like listening to a couple blow hards boast about how effective they are.
Uninspiring.
And most annoying, this book is arrogantly contradictory. You're reading along, and just as you think you might be reading a worthwhile and helpful point, the book flip-slops to an opposite point. "One must never micromanage" to "one must never be a delegating-type manager." Or, "have humility, but be decisive."
In the end, the translation to this corporate manager reader is this: do whatever you want, pretend to have noble intentions, and always justify your actions with an "execution" spin.
Very unimpressive.

Rating:
Summary: Road to getting things done
Review: I am a great believer in valueing employees and rewarding productivity. Execution is a realistic action-oriented book which helps you to achieve results by being accountable for your actions. This book will steer any corporate executive in the right direction

Rating:
Summary: Good advice from a credible source
Review: My first rule of reading business how-to books is to check the author's credentials. If they say the word "consultant" in the bio, I usually put it back on the shelf with all the other books written by Ivy League MBAs who never held a real job in their lives. But when I saw that Honeywell/Allied Signal kahuna and GE alumnus Larry Bossidy had a hand in this work, it caught my eye, and I got the CD set to listen to on the road.

The highlight of the CD set is Bossidy's commentary. He is direct and straightforward, though I'm not sure I'd like working for him. He seems to be the type of boss who will find a flaw in your performance no matter how good you are doing, though if I were in management right now, I'd think that is a good thing. The concept of "robust dialog" and confronting personnel about their performance and coaching them to do better is a very valuable tool.

Towards the end, "Execution" kind of sketches over strategic planning and budgeting, without going into detail . . . as if these are things that can be done half-asleep, and I've been in enough companies to know that this is not the case.

Maybe not enough for the "little guy" to put to use, but "Execution" does a great job at showing managers how to segregate good ideas from good results. Managers listening to this CD set or reading he book will learn how not to drown in a sea of great ideas that never get acted upon.

Rating:
Summary: The CEO He Uses As His Example Was Just Ousted!
Review: This book minimizes the value of individuals and turns them into detail oriented drones. And, his main example (Richard Brown) of how things should be "Executed", was just ousted by the Board of Directors at EDS. Look at his performance before buying this book.

Rating:
Summary: The Ability To Get Things Done
Review: I know men in the ranks who are going to stay in the ranks. Why? I'll tell you why. Simply because they haven't the ability to get things done*. It's as simple as that. Reading the wonderful book, "Execution: The Discipline of Getting Things Done" by Larry Bossidy, et al, is a good first start --- a must. Then I, as one whose career (and salary) has rocketed, recommend that you do what I did and go on to read *Dale Carnegie's "How to Win Friends...", and Norman Thomas Remick's "West Point: Character Leadership Education...". As an adjunct to "Execution", the Carnegie book gives great, easy-to-understand practical anecdotes, while the Remick book gives a great, easy-to-understand education on the philosophical values behind the former two books.

Rating:
Summary: Snake Oil
Review: I was very disappointed by this book. It was more of the same drivel that Ram Charan has been expounding on for the past few years. It completely ignores the fact that unless one knows where one is going, execution is useless. Ram is a consultant to CEOs and speaking for someone who works at a company whose CEO has been hypnotized by Ram, and seeing the results (stock price at rock bottom, cash problems, no vision, treating employees like dirt), I can safely say: SAVE YOUR MONEY - don't buy this book. It is more snake oil from one of the greatest snake oil salesmen to come along in recent times.