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Making Strategy Work. Building Sustainable Growth Capability

  • ID: 2210795
  • Book
  • October 1997
  • 234 Pages
  • John Wiley and Sons Ltd
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Having tightened their belts through one of the most tumultuous business eras in recent history, the lean and mean organizations of the late ′90s are again eager to pursue a path toward sustained growth. Predictably, advice on how to go about setting new growth strategies already abounds. But once those strategies are set, the question managers still must answer remains: "How do we make them work?"

In this groundbreaking book, author Timothy Galpin comes to the aid of managers at all organizational levels who are faced with the challenge of strategy implementation. He demonstrates how they can–indeed, must–align employees with organizational goals in order to be successful. And he presents a pragmatic, integrated plan of action from which to work–a plan based on cutting–edge research and illustrated with case examples from leading companies such as Sears, Southwest Airlines, Texas Instruments, and AT&T.

Here readers will discover the initial steps management should take to define and clarify corporate strategy. They′ll find out how they can determine the individual and organizational behaviors and competencies necessary for translating strategy into action. They′ll learn how to assess and redesign the twelve company influence systems that create behaviors conducive to successful strategy implementation. What′s more, they′ll become familiar with the specific actions that lead to measurable, results–oriented strategic change.

Complete with checklists, templates, meeting outlines guidebooks for team involvement, Making Strategy Work is every manager′s answer to the difficult question of how to implement company strategy at the departmental level and throughout the organization. It is a resource no manager concerned with his or her company′s continued growth and success should be without.

In this hands–on guide, Timothy Galpin shows managers how to translate plans into action and achieve measurable, results–oriented results. He also outlines the foundations of strategic planning, presents a conceptual model for making corporate strategy work, and delineates the application of perspective to strategy development. Complete with checklists, templates, and meeting outline guidebooks for team involvement, Making Strategy Work is every manager′s answer to the difficult question of how to implement company strategy at the department level and throughout the organization.
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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
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Timothy J. Galpin
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