Execution: The Discipline of Getting Things Done

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Crown Publishing Group, Jun 11, 2002 - Business & Economics - 256 pages
149 Reviews
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.
  

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Good advice for CEOs but a bit dry at times - Goodreads
There was no new or enlightening information or advice. - Goodreads
The premise of the book is incredibly strong. - Goodreads
I will definitely reference this book. - Goodreads
It was realistic and usable advice. - Goodreads

Review: Execution: The Discipline of Getting Things Done

User Review  - Vasudevan VM - Goodreads

This book is a completely over-rated book. In short I had lot more expectations from this book and what I got was far less. Bossidy has earned the right to write on this topic, but the story lacks any ... Read full review

Review: Execution: The Discipline of Getting Things Done

User Review  - CV Rick - Goodreads

It's not you, it's me. Well . . . that's what I think at least. So many business books read like a rehash of a boring seminar and this is no exception. Every page could be a power point. Every line ... Read full review

Contents

RESETTING EXECUTION FORA TIME OF CRISIS
INTRODUCTION
PART IWHY EXECUTIONIS NEEDED
CHAPTER 1The Gap Nobody Knows
CHAPTER 2The Execution Difference
PART IITHE BUILDING BLOCKSOF EXECUTION
The Leaders SevenEssential Behaviors
Creating the Frameworkfor Cultural Change
PART IIITHE THREE COREPROCESSES OFEXECUTION
Making the Link withStrategy and Operations
Makingthe Link with Peopleand Operations
CHAPTER 8How to Conducta Strategy Review
Making the Link withStrategy and People
LETTER TO A NEW LEADER
ABOUT THE AUTHORS
Copyright

The Job No Leader ShouldDelegateHaving the RightPeople in the Right Place

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About the author (2002)

Larry Bossidy is chairman and former CEO of Honeywell International, a Fortune 100 diversified technology and manufacturing leader. Earlier in his career he was chairman and CEO of AlliedSignal, chief operating officer of General Electric Credit (now GE Capital Corporation), executive vice president and president of GE’s Services and Materials Sector, and vice chairman of GE.

Ram Charan is a highly sought advisor to CEOs and senior executives in companies ranging from start-ups to the Fortune 500, including GE, DuPont, EDS, and Colgate-Palmolive. He is the author of What the CEO Wants You to Know and Boards That Work and the coauthor of Every Business Is a Growth Business. Dr. Charan has taught at both the Harvard Business School and the Kellogg School of Northwestern University.

Charles Burck is a writer and editor who collaborated with Larry Bossidy and Ram Charan. Earlier in his career he was an editor at Fortune magazine.


From the Hardcover edition.

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