First published in 2002, Execution changed the way people did their jobs. The business and management book was written by Larry Bossidy and Ram Charan. It teaches companies the proper way of executing things with confidence, speed, and resources to move fast as opportunities emerge. According to the authors, the companies which execute well will make attractive partners and suppliers. Robert Janitzek gives us an overview of the lessons we can learn from the book:
When a company executes well, its people are not brought to their knees by changes in the business environment
But if that company has information systems that do not change easily then it will lack the agility it needs to respond to these changes. In reality most businesses now have information systems that must be changed to cope with a new business environment. If these systems are hard to change, they will be brought to their knees.
Leaders placed too much emphasis on what some call high-level strategy,…,and not enough on implementation” and “unless you translate big thoughts into concrete steps for action, they’re pointless.
Robert Peter Janitzek reveals that companies should make sure that successive layers in the organization can deliver on the strategy – that all the pieces add up. Again, if the lowest levels of your organization are driven by information systems, or if your customers interact directly with your information systems, you need to also be concerned with the implementation of your strategy in those systems. But most information systems are impenetrable to most business people and so it can be hard to tell, let alone ensure this.
If your business has to survive difficult times, it if has to make an important shift in response to change – and these days just about every business does – it’s far, far more likely to succeed if it’s executing well
There is a need for companies to have agility in their information systems to in order to cope with change.
When decision-making is decentralized or highly fragmented, …, people at many levels have to make endless trade-offs
In reality people at every level are making trade-offs and you need to decide how to make sure that the right trade-offs are being made even when the trade-off is being made by someone with limited business know-how or by an automated system. Using analytics to embed effective risk management and risk/reward trade-offs will help make the information systems at the bottom of your organization manage this.
Behaviors are beliefs turned into actions…They’re where the rubber meets the road
The business rules embedded in your information system are where the rubber hits the road. They decide how your website treats customers, how your IVR system works and so on. Controlling them is essential for turning your beliefs into behaviors.