Features
- Cover Type: Hard Cover with 304 pages
- Published by: Harvard Business School Press January 7, 2008
- Written in: English
- ISBN 10 Number: 1591399564
- ISBN 13 Number: 978-1591399568
-
Book Dimensions:
9.3 x 6.4 x 1.3 inches
- Weighs: 1.3 pounds
Product Description
Why 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 to fit 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.
In Executing 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
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
About The Author
Mark Morgan is Chief Learning Officer at IPSolutions Inc. and Practice Director of the Stanford Advanced Project Management Program (SAPM). Raymond Levitt is a Professor in Stanford's School of Engineering and Academic Director of SAPM. William Malek is an independent consultant, educator and trainer, former CEO of IPSolutions, Inc., and SAPM Program Director from 2002 to 2006.
Reader Reviews
Books on strategy formulation are plentiful, but relatively few have been written on executing strategy. This book is a major contribution in this arena, providing an insightful path for moving from strategy to ongoing operations. The authors provide a useful six-part model ("strategic execution framework"). As very briefly highlighted by the authors, the six parts are: - clarifying and communicating identity, purpose, and long-term intention; - aligning strategy, culture and structure; - translating long-term intentions into goals, metrics and strategy; - engaging strategy via the project investments stream; - monitoring and continuously aligning project work with strategy; and - transferring projects to operations. A chapter is devoted to each of these aspects of the model. Reading the chapters will enable you to fully understand and appreciate its usefulness in operational context and from a leadership standpoint. A keystone is the role of project management in transforming strategic intentions into operational realities. This book is well organized, crisply written, and rich with practical content, including diagrams, tables, and rating scales to measure your organization. Overall, the authors have created a standout-achievement that will be of value to any organizational leader.
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