Executing Your Strategy: How to Break it Down and Get it DoneWhy do businesses consistently fail to execute their competitive strategies? Because leaders don't identify and invest in the full range of projects and programs required to align the organization with its strategy. Moreover, even when strategy makers do break their plans down into doable chunks, they seldom work with project leaders to prioritize strategic investments and assure that needed resources are applied in priority order. And they often neglect to revise the strategic portfolio tofit the demands of a dynamic environment, or to stay connected to strategic projects through completion, as new products, services, skills and capabilities are transferred into operations. InExecuting Your Strategy, Mark Morgan, Raymond Levitt, and William Malek present six imperatives that enable you to do the right strategic projects--and do those projects right. And it is no accident that the six imperatives combine to create the acronym INVEST: Ideation--Clarify and communicate purpose, identity and long range intention; Nature--Develop alignment between strategy, structure and culture based on ideation; Vision--Create clear goals and metrics aligned to strategy and guided by ideation--Engagement--Do the right projects based on the strategy through portfolio management; Synthesis: Do projects and programs right, in alignment with portfolio; and Transition: Move the project and program outputs into operations where benefit is realized. Full of intriguing company examples and practical advice, this crucial new resource shows you how to make strategy happen in your organization. |
Contents
One Ideation Imperative | 27 |
Two Vision Imperative | 61 |
Three Nature Imperative | 91 |
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Airbus Airbus A380 align American Power Conversion appreciative inquiry Armstrong AT&T Wireless Average score brand chapter Citigroup clarify company's corporate cost create culture decisions develop domain eBay employees engagement imperative engineers example focus functional managers global goals and metrics Harvard Business Harvard Business School HP's ideation identify identity interdependency investments in projects Iridium Lance Armstrong leaders LensCrafters long-range intention Mark Hurd ment misaligned ongoing operations organization organizational outcomes percent performance personal computer portfolio management portfolio process priorities program managers proj project investments project managers project outputs project portfolio project portfolio management project team projects and programs purpose realign replanning requires schedule six imperatives SNLB Southwest Airlines Sponsors sponsorship strategic execution framework strategic project strategy makers strong matrix structure success synthesis tasks tion triple bottom line weak matrix Wipro workers