상품상세정보
| ISBN |
9780609610572(0609610570) |
| 쪽수 |
320쪽 |
| 언어 |
English |
| 크기 |
142(W) X 236(H) X 30(T) (mm) |
| 판 |
|
| 삽화유무 |
삽화있음 |
| 총권수 |
1권 |
| 리딩지수 Level |
General Adult |
책소개
이 책이 속한 분야
치열한 계산을 통해 직접 증명해내는, '실행의 본질'을 다룬 책. 저자는 똑같이 우수한 비전과 전략을 수립하였음에도 불구하고 어떤 기업은 승승장구하는데 왜 어떤 기업은 실패하는지, 그 이유를 명쾌하게 지적하며, 어떻게 기업이 효율적인 실행의 체계를 갖출 수 있는지를 구체적으로 밝힌다. 또한 기업문화를 혁신하기 위한 실용적인 해답을 제시하고 있다.
The book that shows how to get the job done and deliver results . . . whether you’re running an entire company or in your first management job
Larry Bossidy is one of the world’s most acclaimed CEOs, a man with few peers who has a track record for delivering results. Ram Charan is a legendary advisor to senior executives and boards of directors, a man with unparalleled insight into why some companies are successful and others are not. Together they’ve pooled their knowledge and experience into the one book on how to close the gap between results promised and results delivered that people in business need today.
After a long, stellar career with General Electric, Larry Bossidy transformed AlliedSignal into one of the world’s most admired companies and was named CEO of the year in 1998 by Chief Executive magazine. Accomplishments such as 31 consecutive quarters of earnings-per-share growth of 13 percent or more didn’t just happen; they resulted from the consistent practice of the discipline of execution: understanding how to link together people, strategy, and operations, the three core processes of every business.
Leading these processes is the real job of running a business, not formulating a “vision” and leaving the work of carrying it out to others. Bossidy and Charan show the importance of being deeply and passionately engaged in an organization and why robust dialogues about people, strategy, and operations result in a business based on intellectual honesty and realism.
The leader’s most important job?selecting and appraising people?is one that should never be delegated. As a CEO, Larry Bossidy personally makes the calls to check references for key hires. Why? With the right people in the right jobs, there’s a leadership gene pool that conceives and selects strategies that can be executed. People then work together to create a strategy building block by building block, a strategy in sync with the realities of the marketplace, the economy, and the competition. Once the right people and strategy are in place, they are then linked to an operating process that results in the implementation of specific programs and actions and that assigns accountability. This kind of effective operating process goes way beyond the typical budget exercise that looks into a rearview mirror to set its goals. It puts reality behind the numbers and is where the rubber meets the road.
Putting an execution culture in place is hard, but losing it is easy. In July 2001 Larry Bossidy was asked by the board of directors of Honeywell International (it had merged with AlliedSignal) to return and get the company back on track. He’s been putting the ideas he writes about in Execution to work in real time.
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원서번역서 내용 엿보기
치열한 계산을 통해 직접 증명해내는, '실행의 본질'을 다룬 책. 저자는 똑같이 우수한 비전과 전략을 수립하였음에도 불구하고 어떤 기업은 승승장구하는데 왜 어떤 기업은 실패하는지, 그 이유를 명쾌하게 지적하며, 어떻게 기업이 효율적인 실행의 체계를 갖출 수 있는지를 구체적으로 밝힌다. 또한 기업문화를 혁신하기 위한 실용적인 해답을 제시하고 있다.
목차
| Introduction | p. 1 |
| Why Execution is Needed | |
| The Gap Nobody Knows | p. 13 |
| The Execution Difference | p. 35 |
| The Building Blocks of Execution | |
| Building Block One: The Leader's Seven Essential Behaviors | p. 57 |
| Building Block Two: Creating the Framework for Cultural Change | p. 85 |
| Building Block Three: The Job No Leader Should Delegate--Having the Right People in the Right Place | p. 109 |
| The Three Core Processes of Execution | |
| The People Process: Making the Link with Strategy and Operations | p. 141 |
| The Strategy Process: Making the Link with People and Operations | p. 178 |
| How to Conduct a Strategy Review | p. 207 |
| The Operations Process: Making the Link with Strategy and People | p. 226 |
| Conclusion: Letter to a New Leader | p. 265 |
| Index | p. 271 |
| Table of Contents provided by Syndetics. All Rights Reserved. |
책 속으로
2004년 삼성경제연구소 CEO 추천도서 SERI 추천도서 모두 보러가기!! ▶ Go!
ABOUT THIS BOOK
The book that shows how to get the job done and deliver results . . . whether you’re running an entire company or in your first management job
Larry Bossidy is one of the world’s most acclaimed CEOs, a man with few peers who...
더보기
2004년 삼성경제연구소 CEO 추천도서 SERI 추천도서 모두 보러가기!! ▶ Go!
ABOUT THIS BOOK
The book that shows how to get the job done and deliver results . . . whether you’re running an entire company or in your first management job
Larry Bossidy is one of the world’s most acclaimed CEOs, a man with few peers who has a track record for delivering results. Ram Charan is a legendary advisor to senior executives and boards of directors, a man with unparalleled insight into why some companies are successful and others are not. Together they’ve pooled their knowledge and experience into the one book on how to close the gap between results promised and results delivered that people in business need today.
After a long, stellar career with General Electric, Larry Bossidy transformed AlliedSignal into one of the world’s most admired companies and was named CEO of the year in 1998 by Chief Executive magazine. Accomplishments such as 31 consecutive quarters of earnings-per-share growth of 13 percent or more didn’t just happen; they resulted from the consistent practice of the discipline of execution: understanding how to link together people, strategy, and operations, the three core processes of every business.
Leading these processes is the real job of running a business, not formulating a “vision” and leaving the work of carrying it out to others. Bossidy and Charan show the importance of being deeply and passionately engaged in an organization and why robust dialogues about people, strategy, and operations result in a business based on intellectual honesty and realism.
The leader’s most important job?selecting and appraising people?is one that should never be delegated. As a CEO, Larry Bossidy personally makes the calls to check references for key hires. Why? With the right people in the right jobs, there’s a leadership gene pool that conceives and selects strategies that can be executed. People then work together to create a strategy building block by building block, a strategy in sync with the realities of the marketplace, the economy, and the competition. Once the right people and strategy are in place, they are then linked to an operating process that results in the implementation of specific programs and actions and that assigns accountability. This kind of effective operating process goes way beyond the typical budget exercise that looks into a rearview mirror to set its goals. It puts reality behind the numbers and is where the rubber meets the road.
Putting an execution culture in place is hard, but losing it is easy. In July 2001 Larry Bossidy was asked by the board of directors of Honeywell International (it had merged with AlliedSignal) to return and get the company back on track. He’s been putting the ideas he writes about in Execution to work in real time.
EXCERPT
CHAPTER 1
The Gap Nobody Knows
The CEO was sitting in his office late one evening, looking tired and drained. He was trying to explain to a visitor why his great strategic initiative had failed, but he couldn't figure out what had gone wrong.
"I'm so frustrated," he said. "I got the group together a year ago, people from all the divisions. We had two off-site meetings, did benchmarking, got the metrics. McKinsey helped us. Everybody agreed with the plan. It was a good one, and the market was good.
"This was the brightest team in the industry, no question about it. I assigned stretch goals. I empowered them-gave them the freedom to do what they needed to do. Everybody knew what had to be done. Our incentive system is clear, so they knew what the rewards and penalties would be.
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