Executing Your Strategy: How to Break It Down and Get It Done

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Sample Contents ...

from IDEATION IMPERATIVE ... clarify and communicate identity, purpose, and long-range intention ... the power of ideation ... illustration ... clarifying identity: who are you?

Click book cover for sample pages, contents list and index

Contents

Introduction ... why strategic execution is so difficult -- and what you can do about it

STRATEGY-MAKING IMPERATIVES ... Ideation Imperative ... clarify and communicate identity, purpose, and long-range intention ... Vision Imperative ... translate intention into strategy, goals, and metrics ... Nature Imperative ... align strategy, culture, and structure

PROJECT LEADERSHIP IMPERATIVES ... Engagement Imperative ... engage strategy through the project investment stream ... Synthesis Imperative ... monitor and align project work ... Transaction Imperative ... move project outputs into the mainstream

Conclusion ... executing strategy by doing the right things

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.

Author/s ... Editor/s ... Illustrator/s ... Creative/s include ... Mark Morgan, Raymond Elliot Levitt, William Malek

ISBNs ... ISBN 1591399564, ISBN 978-1591399568

Related Phrases ... Mark Morgan, Raymond Elliot Levitt, William Malek, Strategy, Business Strategy, Strategic Execution, Ideation, Executing Strategy, How To ... Harvard Business School Press, Strategy and Competition, Management and Leadership, Systems and Planning, Business Books, Strategy Books, Books, Book

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