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Making Strategy Work: Leading Effective Execution and Change, by Lawrence G. Hrebiniak
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Without effective execution, no business strategy can succeed. Unfortunately, most managers know far more about developing strategy than about executing it -- and overcoming the difficult political and organizational obstacles that stand in their way. In this book, leading consultant and Wharton professor Lawrence Hrebiniak offers the first comprehensive, disciplined process model for making strategy work in the real world. Drawing on his unsurpassed experience, Hrebiniak shows why execution is even more important than many senior executives realize, and sheds powerful new light on why businesses fail to deliver on even their most promising strategies. Next, he offers a systematic roadmap for execution that encompasses every key success factor: organizational structure, coordination, information sharing, incentives, controls, change management, culture, and the role of power and influence in your business. Making Strategy Work concludes with a start-to-finish case study showing how to use Hrebeniak's ideas to address one of today's most difficult business execution challenges: ensuring the success of a merger or acquisition.
- Sales Rank: #1038811 in Books
- Published on: 2005-01-15
- Original language: English
- Number of items: 1
- Dimensions: 9.25" h x 1.27" w x 6.35" l, 1.47 pounds
- Binding: Hardcover
- 408 pages
Review
From Kirkus Reports, February 10, 2005 Volume 2, Issue 1
Making Strategy Work: Leading Effective Execution and Change
By: Lawrence G. Hrebiniak
Publisher: Wharton School Publishing
Pub Date: January 2005
In what could be an excellent companion piece to either branding book mentioned this month, Wharton professor Hrebiniak deconstructs the grand theories and explores what it takes to work in the real world. He starts by discussing what doesn’t work–when managers dream up ambitious scenarios but leave the execution to their underlings, things are bound to go wrong. In other words: formula is easy; execution is hard. Ownership, according to Hrebiniak, is the key to success, and he moves clearly through the many steps of taking strategy from the theoretical to the concrete. There are sections devoted to all the common pitfalls: information sharing, providing appropriate incentives, and managing culture change. Case studies of big corporations and the challenges they met or flubbed provide a real-world look at the stakes involved. The author also provides an examination of power and influence as they relate to execution, and a section that demonstrates how his theories could be applied to recent M&As. In all, a mercifully cut-and-dry, clear-eyed view of one way in which businesses can succeed or fail.
About the Author
About the Author
Dr. Lawrence Hrebiniak is a professor in the Department of Management of the Wharton School at the University of Pennsylvania. He has been a member of the Wharton faculty since 1976, and currently teaches courses in strategic management and strategy implementation in the Wharton M.B.A. and Executive Education programs. He held several managerial positions in industry prior to entering academia, and is a past president of the Organization Theory Division of the Academy of Management. For over two years, he was one of five Wharton faculty providing commentaries on the Wharton Management Report, a daily program on the Financial News Network.
His consulting activities and executive development programs focus on strategy implementation, the formulation of strategy, and organizational design, both inside and outside the U.S. Dr. Hrebiniak's clients have included Johnson & Johnson, AT&T, Chemical Bank, Isuzu (Japan), Weyerhauser, Dun & Bradstreet, DuPont, Management Centre (Europe), the Social Security Administration, First American Bankshares, General Motors (U.S., Brazil, Japan, Venezuela), Chase Manhattan, Studio Amrosetti (Milan), and GE.
Dr. Hrebiniak's current research is concerned primarily with strategy implementation, especially the relationships among strategy, structure and performance. He is also interested in strategic adaptation as organizations change over time to remain competitive. He has authored four books, including Implementing Strategy (PHPTR 1984) and The We-Force in Management (Jossey-Bass, Inc. 1994).
© Copyright Pearson Education. All rights reserved.
Excerpt. © Reprinted by permission. All rights reserved.
INTRODUCTION INTRODUCTION
This book focuses on a critical management issue: Making strategy work or executing strategy effectively.
Theories and advice about the requisites of good planning and strategy formulation abound in management literature. A vast array of planning models and techniques has been paraded before managers over the years, and managers for the most part understand them and know how to use them effectively.
The problem with poor performance typically is not with planning, but with doing. That is, strategies often aren't implemented successfully. Making strategy work is more difficult than strategy making. Sound plans flounder or die because of a lack of execution know-how. This book focuses on execution—the processes, decisions, and actions needed to make strategy work.
What differentiates this book from others, beyond its emphasis on a critical management need? I'm excited about the present approach to execution for the six following reasons.
Learning from ExperienceThis book is based on data. It borrows from the experiences of hundreds of managers actually involved in strategy execution. There are multiple sources of data, which ensures complete coverage of execution-related issues. This book doesn't rely on the armchair musings of a few people relating unconnected anecdotes; it is based on real-world execution experiences, problems, and solutions—including mine over the last two decades.
What You Need to LeadThe focus of the book is on the knowledge, skills, and capabilities managers need to lead execution efforts. Its content is action- and results-oriented.
Most organizations recruit, train, and retain good managers; they are staffed by good people—even great people. Most managers are motivated and qualified people who want to perform well.
Even good people, however, can be hampered by poor incentives, controls, organizational structures, and company policies or operating procedures that inhibit their ability to execute and get things done. Even great leaders, in top management positions, will fail if they're not well versed in the conditions that affect execution success. Managers need to understand what makes strategy work. Intuition and personality simply aren't sufficient, given such a complex task. This book focuses on this knowledge and the capabilities and insights leaders need for execution success.
The Big PictureIn this book, I develop a unifying, integrated approach to execution. I focus on the big picture, as well as the nitty-gritty of the execution process and methods. I spell out a logical approach to execution and the relationships among key execution decisions.
This book not only identifies these key factors and their relationships, but also goes into detail on each of the factors needed for execution success. It provides an important, integrated approach to execution and dissects the approach to focus on its key elements, actions, or decisions. This book then provides both an overview of the execution process and an in-depth reference manual for key aspects of this process.
Effective Change ManagementLeading successful execution efforts usually demands the effective management of change, and this book integrates important change-management issues into its treatment of execution.
This book discusses power, influence, and resistance to change. It focuses on real and practical change-related issues—such as whether to implement execution related changes quickly, all at once, or in a more deliberate and sequential fashion over time. I tell you why "speed kills" and explain how large, complex changes can severely hurt execution outcomes. I focus on the details of cultural change and the organizational power structure, and how they can be used to make strategy work.
Applying What You LearnThis book practices what it preaches. The final chapter shows how to apply the logic, insights, and practical advice of preceding chapters to a real, huge, and pervasive problem: Making mergers and acquisitions (M&A) work.
M&A strategies often flounder or fail; my last chapter explains why this is the case and how to increase the success of M&A efforts by applying the book's approach to execution. I also highlight the utility of the book's advice and guidelines when trying to make M&A efforts successful. I feel it is only fitting and proper to end an execution book on a positive and useful note—by showing how practical execution can be in confronting an important and pervasive real-world issue and how it can save management a lot of time, effort, and money.
The Bottom LineSixth and finally, the reasons above—taken together—distinguish this book significantly from other recent works, such as Bossidy and Charan's Execution (Crown Business, 2002). This book covers more of the important factors and decisions related to successful execution. It offers an empirically-based, integrative, complete approach to making strategy work and focuses more extensively on managing change than other publications dealing with implementation.
The bottom line is that my book greatly adds to and follows logically Bossidy and Charan's Execution. It is an important and necessary addition to the toolkit of managers looking to execute strategy and change effectively.
On a Final NoteLeading execution and change to make strategy work is a difficult and formidable task. For the six reasons I have listed, I believe this task can be made more logical, manageable, and successful by the present book's approach and insights.
A Few ThanksAn undertaking such as the present one is challenging and difficult because of its complexity. I alone assume responsibility for the book's content, its interpretation of data and facts, and its conclusions. Still, while the ultimate responsibility is mine, there are a number of people who helped me in my task, and I would like to recognize them for their contributions. Brian Smith of the Gartner Research Group helped immensely with the creation of the online research survey, and contributed important technical support. Cecilia Atoo of Wharton was a real stalwart as she typed the manuscript, created figures and tables, and otherwise helped meet my demands and those of the copyeditors. Many thanks are due to my editor, Tim Moore, as well as Russ Hall, Christy Hackerd, and others at Pearson Prentice Hall who helped me develop the manuscript into its present form. The anonymous reviewers who provided valuable feedback and suggestions for improving the manuscript also deserve recognition for their efforts. Finally, special thanks are due to my son, Justin, and my muse, Laura, whose encouragement, friendship, and support were constant sources of motivation to me.
Most helpful customer reviews
65 of 67 people found the following review helpful.
Excellent Book
By John G. Hilliard
I have often felt that many times the leadership of a company or even division was all about defining the strategy, where are we going and what are the overall goals. It was then up to the next level of management to make it happen. I am a manager and like most managers I have had a few occasions when I new where we should be going, I felt I clearly set the direction, but something in the execution failed and we did noting but waste a lot of time to get half measures. The world is full of good plans that failed due to poor performance. This book explains that a true leader needs to keep the execution of the strategy in mind when creating the direction. Combine the two and get your hands dirty in the working of the plan. This book is all about getting the job done, covering the processes and actions that need to get done to make solid strategies work.
The author created this book from real life experiences, either his own or those of case studies and interviews. He is giving the reader solid techniques derived from real world examples that were a success. I also got a great deal out of the final chapter. The author shows the reader how to apply what he has detailed in the book into a real life problem. Making a strategy come together and really work is either good management or luck and most of us are not that lucky. This book gives you the tools for making strategies work. What I liked about the book is even though the author is aiming for the CEO chair with the book, the methods he talks about could be used by any level of management on any size of project. The book is well written and enjoyable. It is well work your time.
32 of 36 people found the following review helpful.
The Neophyte's Guide to Selecting and Implementing Strategy
By Donald Mitchell
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.
15 of 16 people found the following review helpful.
THIS BOOK IS RIGHT ON TARGET!
By Gerry Stern
Based on the experiences of managers, the book focuses on the knowledge, skills and capabilities managers need to execute strategy. It presents an integrated approach, presenting and detailing key execution decisions, incorporating central change-management issues. The final chapter shows how to apply the logic, insights, and guidance presented in this work. Of special note is that one chapter is devoted to motivation, incentives, and the control process encompassing accountability, responsibility and leadership. If you want a book to help guide turning your strategic plan into performance and profits, this book is right on target. Highly recommended.
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