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Audiobook8 hours
Execution: The Discipline of Getting Things Done
Written by Larry Bossidy
Narrated by Larry Bossidy and John Bedford Lloyd
Rating: 3.5 out of 5 stars
3.5/5
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About this audiobook
The book that shows how to get the job done and deliver results . . . whether you're running an entire company or in your first management job
Larry Bossidy is one of the world's 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 they've 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 world's 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 didn't 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 leader's most important job-selecting and appraising people-is 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, there's 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. He's been putting the ideas he writes about in Execution to work in real time.
Larry Bossidy is one of the world's 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 they've 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 world's 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 didn't 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 leader's most important job-selecting and appraising people-is 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, there's 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. He's been putting the ideas he writes about in Execution to work in real time.
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Reviews for Execution
Rating: 3.6408490140845067 out of 5 stars
3.5/5
213 ratings8 reviews
- Rating: 5 out of 5 stars5/5Es la combinación perfecta entre teoría y 100 por 100 aplicable. Muy claro y util.
- Rating: 5 out of 5 stars5/5This is book is a practical guide to get the results that you need for your organization. It tells you what to do, how to do it and when to do it! The examples that were cited demonstrated the usefulness of the suggestions. It is a useful how to do it guide for both seasoned leaders and beginners.
1 person found this helpful
- Rating: 4 out of 5 stars4/5Good, though dated, presentation on developing an execution mindset.
- Rating: 5 out of 5 stars5/5An excellent, sound and practical book. Obliged for all who are or want to be a manager.
1 person found this helpful
- Rating: 3 out of 5 stars3/5Larry 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.
- Rating: 2 out of 5 stars2/5funny thing, the book was so boring that I never got it done.
- Rating: 1 out of 5 stars1/5I was sold by the title, expecting a David Allen-like approach to improving your productivity. Instead I got a long narrative peppered with self-promoting stories about "When I was at GE...". I found very little new information.
- Rating: 1 out of 5 stars1/5What a completely over-rated book. I suspect this made the top 20 best-ever booklist that led me to it on the basis that the title sounds good, like something a knowledgeable business person should advocate. Bossidy has earned the right to write on this topic, but the story lacks any sense of instructive meat. It's really more suited to a motivational speech or a Tom Peters interview. Reading 250+ pages was painful. Some business books are thoughtful; others make me really dislike business culture in general. This was exemplary of the latter. Bossidy and Charan's pompous tone was omnipresent, but the pinnacle came with Bossidy's way of explaining that every employee assessment should include something developmental, since even "The Good Lord had some development needs." I was slightly amused at their summary of the typical strategy review (a boring 4-hour sleeper that ends up decorating a credenza), but then sobered by the discussion about the engagement and discussion that should happen. Their 3 fundamental tasks where the leader must see execution: picking leaders, setting strategic direction, and running operations. They also made uncomfortable points about "emotional fortitude."