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5.0 von 5 Sternen A bridge over the execution gap, 23. November 2005
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Lawrence G. Hrebiniak has crafted a valuable addition to the library of books on how to implement strategic shifts - a much-needed contribution considering companies' usual abysmal track records when they try to make fundamental changes. He confirms that great execution cannot save a poorly conceived strategy, and he finds that most managers believe that failure to manage change is the primary reason strategic initiatives fail. The author suggests that the first step toward great execution is to take time at the beginning of an initiative to make managers more aware of the pitfalls ahead. In today's environment, execution is increasingly difficult: merger and acquisition deals involve strategic integration of companies that may be culturally incompatible, and globalism raises the challenge of implementing strategic change across multiple borders. Clearly, if your company can't execute, there's no point in devising grand or elegant strategies. We highly recommend this bridge over the execution gap.
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5.0 von 5 Sternen The Neophyte's Guide to Selecting and Implementing Strategy, 25. Juli 2006
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Donald Mitchell "Jesus Loves You!" (Thanks for Providing My Reviews over 124,000 Helpful Votes Globally) - Alle meine Rezensionen ansehen
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Corporate strategy was a relatively new subject when I first became a strategy consultant in 1971. I remember executives picking bad strategies right and left and being totally clueless about how to implement a good strategy if they happened upon one.

Making Strategy Work is a good reminder that there are still organizations out there that have never picked a strategy that worked or implemented a workable strategy successfully. Yet these organizations are full of graduates of the most stellar business schools who know all the strategic management and planning lingo.

Professor Hrebiniak starts with the academic strategic lingo and clearly distills the key lessons of choosing and implementing strategies into bite-sized pieces for large organizations to implement.

It's not surprising that this book is filled with examples from the old AT&T and its remaining pieces, General Motors, Sears and other organizations known for their strategic problems. Mr. Hrebiniak has been there and done that in consulting for such organizations for many years, and describes their mind set well.

Naturally, if you are of more innovative and entrepreneurial orientation, you won't find this book nearly as interesting. But it's an important contribution to the literature that I'm surprised that someone didn't write long before now.

Well, they sort of did write this book before now. You can find pieces of this book in various books and articles . . . but Making Strategy Work is a convenient place to find all of those pieces in one place . . . for those who haven't developed and implemented a successful strategy before to get a sense of what they should be doing.
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