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Copy of Execution of Discipline and Getting Things Done

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Aliyah Oyemade

on 13 November 2014

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Transcript of Copy of Execution of Discipline and Getting Things Done

Execution: The Discipline of Getting Things Done
Chapter Summaries
Evaluation
Both Larry and Ram are qualified business men that use their own personal experiences to base their theories off of.
They feel that execution is all about discipline, which is the core aspect of any business
Execution needs to be a discipline that is integrated into the business strategy
Key points that were made:
Leadership is important: Good Leadership results good execution
Job satisfaction plays a role in success
Even with a tactful team, goals need to
be met
Overall Summary
Execution: The Discipline of Getting Things Done
Written by two business men, Larry Bossidy and Ram Charan
Class Application
Leadership (chapter 10),
Teams (chapter 9),
Job Satisfaction (chapter 3)
Job Performance (chapter. 2)
Purchase Details
Published by Crown Business, New York, New York
Sells for $17.50 on amazon
Published in 2002
ISBN: 0609610570
Chapter 1 Summary
Chapter 2 Summary
Chapter 3 Summary
Chapter 4 Summary
Chapter 5 Summary
Chapter 6 Summary
The Gap Nobody Knows
The gap between aspiring and actually achieving results lies in execution
The problem: when goals are set and not met
Execution is key
Comes with age
Execution is a discipline
The Execution Difference
Building Block One: The Leader’s Seven Essential Behaviors
Execution is what makes an organization succeed for years.
Leaders must be involved
They must know the company's people and capabilities
Example: The company EDS
Leader must be present in the business
Must understand the breakdown of their company
Communication is important within the company
Leader is in charge of running core processes, picking other leaders, setting the strategic direction and conducting operation.
Leaders should know how to be involved, but not "hands on" .
About the Book
Based on the author's experiences in the companies they worked for and people they worked with to write this book
Not highly cited

Larry Bossidy
Retired CEO for Honeywell Int'l Inc.
Ram Charan
Author and business management
Consultant- owns company
The Job No Leader Should Delegate-Having the Right People in the Right Place
Biggest pitfalls is the realization that an employee is in the wrong job and place
People are everything to a business
Employees need to be satisfied with their work and can be motivated in order to have productivity
Leaders should know what to look for when hiring:
How to find the right people
Interviews
Asking the right questions
The People Process: Making the Link with Strategy and Operations
Through the real life examples and hands-on experience Larry and Ram describe what it is like to deal with ground-level management all the way to CEO placement. Execution takes the key concepts we have learned in class:
Linking people to strategy and operations
focuses on the near (0-2 years), medium (2-5 years), and long term strategic milestones and operating plan targets.
Business leaders must make sure they have the right amount of people and the right kind of people to execute the strategy.
Developing the leadership pipeline
Accomplishing milestones depends greatly on a pipeline that has promising leaders
Dealing with Non-performers
How well is a leader's ability to make tough, decisive decisions and trust their instincts
Linking HR to business results
HR must be directly linked to the strategies and operations of the company to effectively help assess and regulate decisions made about employees.
Creating the Framework for Cultural Change:
To become successful company, execution must be apart of the company’s culture.
Operating mechanism
Need to be able to change the thoughts and behaviors of the employees, as well as accomplishing a bottom line result.
Operationalizing culture
New way of thinking in order to change culture
Linking rewards to performances
Robust dialogue is important
Leaders' behavior must also represent the culture
The Strategy Process– Making the Link with Strategy and Operations
Chapter 7
* utmost responsibility of a leader is to progress through strategic planning
* strategies need to be maintained on a continual basis
* strategies must always be built toward
* market, consumer, resources, advantages/disadvantages, and competition
* strategical values are paired with actions to create building blocks for organizational growth and sustainability
* building blocks must be executed by most efficient organizational personnel
* key to successful transitions in organizations is through focus of externalities
* externalities determine internal structure
* Leadership Assessment Summary
* Multiple levels of leadership need to have comprehension vision
* alternatives
* milestones
* financial goals
* organizational goals
Chapter 8
How to Conduct a Strategy Review
Chapter 9
The Operations Process: Making the Link with Strategy and People
responsibility of organization leaders to understand and take account for strategic outcomes
strategy is assessed on realism, consistency, resolve of critical issues, sharp focus, right direction
leaders must be committed and capable in order for strategies to execute to greatest potential
responsible leaders assess
sales force, people to operation connections, own capabilities
responsible leaders examine
costs and profitability in relation to competitors
technology
competition
professional personalities
priorities
disadvantages
leadership qualities

customer segments
maintaining customers, sales force, market share
Operations Process is what links together the strategy with the people who will be carrying out the plan
Defines how the company will reach their goals.
Included in plan: product launches, marketing plan, a sales plan with market opportunities, manufacturing plan for production output, and a productivity plan.
The leader is responsible to making shift from strategy to operations
Full transcript