Making strategy work : building sustainable growth capability
Author(s)
Bibliographic Information
Making strategy work : building sustainable growth capability
(The Jossey-Bass business & management series)
Jossey-Bass Publishers, c1997
1st ed
Available at 8 libraries
  Aomori
  Iwate
  Miyagi
  Akita
  Yamagata
  Fukushima
  Ibaraki
  Tochigi
  Gunma
  Saitama
  Chiba
  Tokyo
  Kanagawa
  Niigata
  Toyama
  Ishikawa
  Fukui
  Yamanashi
  Nagano
  Gifu
  Shizuoka
  Aichi
  Mie
  Shiga
  Kyoto
  Osaka
  Hyogo
  Nara
  Wakayama
  Tottori
  Shimane
  Okayama
  Hiroshima
  Yamaguchi
  Tokushima
  Kagawa
  Ehime
  Kochi
  Fukuoka
  Saga
  Nagasaki
  Kumamoto
  Oita
  Miyazaki
  Kagoshima
  Okinawa
  Korea
  China
  Thailand
  United Kingdom
  Germany
  Switzerland
  France
  Belgium
  Netherlands
  Sweden
  Norway
  United States of America
Note
Includes bibliographical references (p. 221-224) and index
Description and Table of Contents
Description
The next-step book for managers who are charged with implementing their company?s strategies.
In this hands-on book, Timothy J. Galpin outlines the steps managers need to take so they can confidently implement corporate strategy within their departments and divisions and throughout their organizations. The author bridges the gap that so often exists between strategy and action, and offers the tools managers need to translate plans into results-oriented strategic change. In addition, this practical book outlines the foundations of strategic planning, presents a conceptual model for making corporate strategy work, and shows how to apply a project perspective to strategy.
Table of Contents
xi. Walter R. Young
Part One: From Strategic Planning to Sustainable Growth: The Making Strategy Work Model
1. Strategy Easier Set Than Done Strategic Trends- The Impact of Strategy Setting on Implementation Approaches Do Not Work- The Making Strategy Work Model-- Conclusion
2. Strategy Implementation: A Pattern Emerges Utilizing the Influence Systems- Applying Integrated Sets of Influence Systems- The Results Speak for Themselves- Conclusion
Part Two: Realignment and Implementation: A Project Approach
3. Getting Organized and Establishing the Project Project Flow: Six Stages- Project Management- Project Structure- Project Tasks- Project Tracking- Conclusion
4. Clarifying the Business Strategy The Strategy Clarification Team- The Strategy Clarification Process- Implications of Growth Strategies- Conclusion
5. Determining the Necessary Competencies and Behaviors Focusing on Behaviors in Strategy Implementation- The Concept of Competencies- Company-Wide Core Competencies- Tiered Competencies-Conclusion
6. Redesigning the Influence Systems Assessing the Influence Systems-Setting Organizational Alignment Priorities-Alignment Task Forces- Conclusion
7. Comparing Yourself to Others Benchmarking or Best Practices?- The Basic Steps of Benchmarking and Best Practices-Avoiding Benchmarking and Best Practices Pitfalls- Alternative Sources of Information- Conclusion
8. Developing Redesign Recommendations and Implementing the Redesigned Influence Systems Developing the Redesign Recommendations- Implementing the Redesign Influence Systems- Conclusion
9. Measuring the Impact and Redefining the Process Value Versus Efficiency- Beyond Employee Satisfaction- Building Accountability- Course Corrections- Conclusion
10. Putting It All Together Can We Start in the Middle?- It Won't Happen Overnight- Bigger Is Not Better- Common Mistakes- Key Success Factors- Conclusion
Appendix A: Advisory Team Guidebook
Appendix B: Core Team Guidebook
Appendix C: Alignment Task Forces Guidebook
by "Nielsen BookData"