Execution: The Discipline of Getting Things Done Reviews

• How, Why, and Why Not

  
  By A26JGAM6GZMM4V on 2002-06-01
  This may well prove to be one of the most influential business books published in recent years. In it, Bossidy and Charan (with Charles Burck) focus on what effective execution involves. Having read or observed interviews of Bossidy, I realized while reading this book that his is the primary role in the collaboration. Mercifully, the reader is spared vague theories as well as buzzing words and overheated phrases. Anchored in a wealth of real-world business experience, the book's core insights could be of substantial value to literally anyone who currently has problems "getting things done", doing them well, and on-time.

  In the first chapter, the authors identify what they call "the gap nobody knows." That is somewhat hyperbolic. Obviously Bossidy and Charan are aware of it as are, presumably, countless other decision-makers in various companies which sustain profitability while attracting and then retaining "the best and the brightest" people, often from competitor companies. In any event, the authors correctly stress the importance of eliminating the gap between recognizing what must be done and getting it done. The authors focus on three former CEOs of major corporations, each of whom they hold in high regard: Richard A. McGinn (Lucent Technologies) G. Richard Thoman (Xerox), and C. Michael Armstrong (AT&T). However, McGinn was "clearly out of touch" with day-to-day operations during his last year as CEO. For whatever reasons, Thoman lacked two essential "building blocks": the right people in key positions on his management team, and, appropriate core processes by which to implement his strategy, one which the authors view as being sound. As for Armstrong, the ambitious growth strategy he pursued was "disconnected from both external and internal realities" such as the regulatory climate at that time and the AT&T culture which was resistant to the major changes which Armstrong's strategy required. These three examples illustrate that even those with exceptional intelligence, energy, and character can fail to achieve their worthy objectives. The authors acknowledge that "Shaping the broad picture into a set of executable actions is analytical, and it's a huge intellectual, and emotional challenge." Some organizations and their leaders succeed. This book explains how. Most organizations and their leaders do not. This book explains why.

  Some readers of this review may incorrectly infer from my comments thus far that this book was written primarily for and about senior-level corporate executives. For that reason, I reiterate that all of the observations, evaluations, and suggestions provided in this book are directly relevant to almost anyone in any organization (regardless of size or nature) who is expected to "get things done," whatever those "things" may be. I agree completely with Noel Tichy (author of The Leadership Engine) that every organization needs aggressive and productive initiative at all levels.

  Including the word "discipline" in this book's title was intentional and is appropriate. Obviously, those who are decisive are not always successful. (What I call the "Fire! Ready! Aim! Syndrome" is far too common, especially among less-experienced but eager and ambitious executives.) The most effective decision-making process is one based on sufficient and relevant information which has been rigorously analyzed. (Thus evaluated, information becomes intelligence.) Relevant and (especially) painful realities are taken into full account. All appropriate options are identified and prioritized. When a major crisis occurs which requires an immediate response, the decision-maker(s) involved must also have courage. Discipline is essential throughout this entire process, a discipline which includes what Daniel Goleman characterizes as "emotional intelligence" or what Ernest Hemingway characterizes as "grace under duress."

  As indicated previously, I think this book will be of great value to any decision-maker (regardless of title or status) in any organization (regardless of size or nature) because the authors focus relentlessly on HOW some decision-makers get results and WHY most others don't. I recommend this book to individual executives, of course, but also to those involved in management training programs which involve others. (It would be terrific for developing "fast trackers."). Also, if and when appropriate, this book in combination with Michael Hammer's The Agenda would be an excellent "homework assignment" to be completed prior to an executive retreat or (as some prefer) advance. Moreover, I think anyone in the management consulting business should also read it. If ever there was a time when clients expect those such as I to help them "get things done," is it now.

  Those who share my high regard for this book are urged to check out Hammer's book as well as David Maister's Practice What You Preach, Jim O'Toole's Leading Change and The Executive's Compass, and Kaplan and Norton's The Strategy-Focused Organization.
  
  

• Check your own personality for execution traits

  
  By AL3WGXHG50TOW on 2004-08-03
  What's left to say about this book on execution? With 130 online reviews many issues are covered already. One point's missing, though. Look at the reviews; they are divided into two camps. The reviewers either think this is a mediocre book with very basic ideas (management 101) or they see the light. The latter realize that there's no need for new acronyms or faddy words in the management-speak. "Execution" is about getting things done, being persistent and realistic, as well as managing the 3 core processes; strategy (why? and what?), operations (how?) and people (who?).
  
  Building a performance culture is never as easy as it sounds. Looking back a few years, try to recall a few of those companies with great media attention and grand strategic visions. Many of them failed. And many of them will fail again and again, because the heroes are strategic visionaries that never bothered to deal with the issue of execution; continually and personally making sure that things were actually done. You know, when all is said and done, usually more is said than done...
  
  If you found this book fascinating, you'll probably have some of the execution traits hidden in your personality preferences. If you want to check it out, you might visit some of free Internet sites for a test (e.g. keirsey.com). For a business, I believe it's paramount to make sure that you have a well-balanced team on all levels in the hierarchy. This also includes having enough executives with execution traits. Advice: Don't assume you have it; test it!
  
  Conclusively, this is a great book. I liked it so much that I even also bought the audio version! The reason for the audio version is that these execution ideas simply are needed to be absorbed over several readings (or listenings). Otherwise, you won't be able to start changing your behavior (which you can change, unlike your innate preferences). While commuting, I often turn the CDs on and find it inspiring to forget about traffic jams and just getting the views of Charan and Bossidy in their own voices. However, I do agree that the book easily could have been shorter.
  
  Peter Leerskov,
  MSc in International Business (Marketing & Management) and Graduate Diploma in E-business
  
  

• Execute optimally!

  
  By A290N311KWOATD on 2003-07-14
  This book describe a necessary leadership behavior in the Execution paradigm -- Insist on realism. As thinking is the basis of action, this concept requires more exploration and explanation. Prior to the introduction of Optimal Thinking into the corporate world, the pervasive motto was Think Positive. Optimism promotes persistence, but it is a poor strategy when the cost of failure or probability of failure are high. With the current integration of Optimal Thinking into leading corporations, the transformation from AnyCorp (consisting of any thinkers) to Opticorp (consisting of Optimal Thinkers) empowers the corporate culture to practice optimal realism. Optimal Thinkers accept what is out of their control, and optimize what is within their control. Using Optimal Thinking to ask questions like, What is within my/our control here? What are my/our options here? What is the worst event scenario? What is our optimal contingency plan? What is in our best interest? What is our highest priority? What are the best actions we can take to achieve it? What is the best thing you/we can do under the circumstances? empowers us to set clear priorities, and take the most constructive actions to follow through -- essential for optimal leadership and optimized execution. Execution-driven leaders who thrive on accountability and reward performance, must select the right people for the right jobs. This is achieved with Optimal Thinking. Read these two books, get your key people to read them too, and you will OPTIMIZE productivity.
  
  

• The Discipline of Getting Done With This Book

  
  By A204G7E13UW2B0 on 2006-06-07
  
  My dogged desire to get through this book ruined the first half of a windsurfing vacation in Aruba.
  
  It's very, very dry going, and at the end one wonders what, if anything the authors really had to say.
  
  It sounds on the surface like cutting edge management practice. For instance Bossidy and Charan introduce the concept of "the social software of execution" as a key element for creating the framework for cultural change in the organization. They go on to elaborate, "A key component of software is what we call Social Operating Mechanisms". At this point I was on the edge of my chair, ready to absorb what was being teed up as an idea of potentially transformational impact. So what are Social Operating Mechanisms? The authors go on to explain, "These are formal or informal meetings, presentations, even memos or e-mail exchanges - anywhere that dialogue takes place".
  
  Wow - this is really deep stuff...
  
  One wonders why the authors don't simply refer to communication rather than Social Operating Mechanisms. And, as a separate matter, the lack of literacy is surprising. Since when, for example, are memos and e-mail exchanges places?
  
  Stripped of all of this, what the authors have to say is simple common sense that can be summarized as follows:
  
  * Successful companies have the important ability to get things done (or execute).
  
  * Good leadership (knowing people, setting clear goals, following through, etc.) is a prerequisite of execution.
  
  * Reward systems, communications, and feedback processes need to foster action and provide incentives for getting things done.
  
  * Some people are more capable than others are to get things done. These are the people that should be put in positions of authority in the organization.
  
  * Strategic plans need reflect the real world and link to operational plans. They also need to be tested for feasibility in the context of the organization's capabilities.
  
  None of this is rocket science, that is until one begins to cloak it in management techno speak such as that described above.
  
  And one more thing. The editor should have had a "robust conversation" with the authors about their overuse of the word "robust". It's really annoying.
  
  
  

• What a Disappointment!

  
  By A3979L2VHGU8K7 on 2002-08-06
  Let me start by saying that I really wanted to like this book. The subject matter is critically important and the quality of Larry Bossidy's career would give a reader every reason to believe that this book would be the real deal. The unfortunate reality, however, is that the writing is impenetrable and the book's organization is non-existent. One can only wonder about the extent of Bossidy's involvement; it's difficult to believe that it was more than cursory. I mean, how could someone so renowned for execution fail so spectacularly to execute the task of writing a coherent book?

  I won't catalog all of the book's faults since these reviews are limited to 1,000 words. A particularly irksome one, however, is the repeated, blatantly self-promotional references from and about the co-author that were bludgeoned into the manuscript. Almost as annoying is the abysmal quality of the writing. I've written a couple of business books myself, so I'm somewhat familiar with the process. It is amazing to me that this mush made it through any sort of editing process.

  Finally, let me just observe that it is unbelievable to me that anyone could be so humorless and/or clueless as to write a book titled "Execution" and not reference the classic quote on the subject from the late John McKay, former head coach of the Tampa Bay Buccaneers. (If you've never heard it, email me and I'd be happy to share it with you.)

  Business readers are usually confronted with their own unique version of Hobbes' choice: You can choose an author who is knowledgeable but boring, or you can pick a buffoon like Tom Peters who is engaging and entertaining but has no idea what he's talking about. There's no question that Bossidy knows what he's talking about. Unfortunately, you'd be hard pressed to wade through the morass of this book's dense and unfocussed prose to find out what he has to say.
  
  

• Tips for the CEOs and Group Heads of Large Conglomerates
  By A1K1JW1C5CUSUZ on 2003-06-12
  Larry Bossidy is clearly a five-star leader, and Ram Charan is a gifted consultant and teacher. It surprised me that their book didn't work as well as I had hoped.

  Execution's title confused me. Hopefully, you won't have that problem. I thought Execution would be all about how to take a strategy and operating plan and implement them well. Instead, Part III makes it clear that Execution is about meeting overall financial objectives through being an effective organization in setting strategies and operating plans to serve customers well while building an organization that can implement the plans for outperforming competitors. Part I, by contrast, makes it sound like Execution is only about implementation, noting that almost all organizations have the same strategies (or can quickly get them from consultants), access the same top talent and can easily acquire and employ competitively effective innovation.

  I also thought Execution would apply to all business people. Instead, the context for most of the AlliedSignal (Honeywell International's name when Mr. Bossidy became CEO there the first time) and General Electric examples which dominate the book is that of the CEO or group executive to whom divisions report in a large conglomerate. In this sense, Execution is like reading the latter chapters of Mr. Welch's book, Jack.

  The main difference between Jack and Execution is that Execution tries to build a framework for the book's concepts while sharing examples (mostly of failure) from other organizations. Mr. Charan's sections of the book mostly focus on that positioning. Mr. Bossidy mostly tells about his own experiences at AlliedSignal and Honeywell. Mr. Bossidy, of course, worked with Mr. Welch at General Electric for many years. Mr. Bossidy reports that you could take execution for granted at GE, but that it was lacking at AlliedSignal when he arrived. The two coauthors alternate in providing long monologues on the chapter topics and subtopics.

  Three aspects of Execution are valuable to almost any business leader: how to hold a strategy review (chapter 8), building an organization (chapter 5) and the "Dear Jane" letter to a new leader (conclusion).

  For those who would like to become CEOs and heads of divisions of large, disparate organizations, Mr. Bossidy's many anecdotes from his experiences at Honeywell International about how to do the leader's job will provide a valuable model that can be used repeatedly. In many such organizations, there are no good leadership examples and this book can help fill the gap.

  Here's the book's structure:

  Part I: Why Execution Is Needed

  Chapter 1. The Gap Nobody Knows

  Chapter 2. The Execution Difference

  Part II: The Building Blocks of Execution

  Chapter 3. Building Block One: The Leader's Seven Essential Behaviors

  Chapter 4. Building Block Two: Creating the Framework for Cultural Change

  Chapter 5. Building Block Three: The Job No Leader Should Delegate -- Having the Right People in the Right Place

  Part III: The Three Core Processes of Execution

  Chapter 6. The People Process: Making the Link with Strategy and Operations

  Chapter 7. The Strategy Process: Making the Link with People and Operations

  Chapter 8. How to Conduct a Strategy Review

  Chapter 9. The Operations Process: Making the Link with Strategy and People

  Conclusion: Letter to a New Leader

  Execution addresses these problems. First, many company and division heads have little knowledge about the businesses or the most important functions and processes needed to prosper. Boards, for example, often bring in a brilliant person who has performed as a "role player" elsewhere, and they cannot scale up into the CEO job. When a company has had poor leadership, its processes and organization also become weak and it's hard to get anything done. There are several poignant examples including Richard Thoman at Xerox and Richard McGinn at Lucent Technologies. It's hard to fix that problem. It took years at AlliedSignal and can be quickly lost (which happened in the two years after he retired the first time). That's why Mr. Bossidy had to come back to restore execution (as he means it) at Honeywell International. Lacking these perspectives, the business system is misdirected (see The Fifth Discipline).

  Second, many leaders make bad assumptions about their circumstances. Acting on those assumptions makes matters worse.

  Third, companies plan to pursue strategies for which they lack the processes and organizations to implement. The strategies need to match the ability to execute.

  As a solution, you as leader must:

  "--Know your people and your business
  --Insist on realism
  --Set clear goals and priorities
  --Follow through
  --Reward the doers
  --Expand people's capabilities
  --Know yourself."

  I was uncomfortable with many of the examples. The unending praise of Dick Brown at EDS didn't seem to make any sense knowing that EDS's stock melted down and he was asked to leave. He was in big trouble when Execution was written, having encouraged his people to grow by taking on large unprofitable new accounts. It seems like he might have been executing the wrong strategy, one that couldn't be executed. Most of the "failure" examples are anonymous which makes them less credible and less compelling. Finally, Dell is heralded for executing very well (which it certainly does). However, in describing how the company has evolved its business model to outperform competitors, Execution fails to notice that its business model innovation has been essential to success. No competitor has this business model. Execution's assumption that everyone can have the same strategy ignores research that shows that business model innovation creates unique strategies and superior execution compared to making the old business model and strategy more efficient.

  Unless you are shooting to be CEO of GE or Honeywell International, I suspect that you would do better to read Good to Great for getting ideas related to improving effectiveness.

  After you finish this book, ask yourself what one thing you could improve would make the most difference in your organization's performance over the next week, month, quarter, year and three years.
  
  

• Stop reading these books and get to work!
  By A2A132X2GZP3E6 on 2002-07-10
  The typical, though well written, common sense that any farmer or housewife knows. This type of book is,in my opinon, the glaring reason for the costly mistakes we see going on in business today.
  Hire the right people for the job, duh,, would you hire a gardener to shampoo your rugs? Write follow up letters? Is that like sending a thank you card? "Thank you for doing your job, yeah, the one we pay you for, oh, if your work is not completed get right on it ok?" Here's my two cents,(about what my opinions worth),Know your business,,NOT what every other business is doing, have pride as a manager in your product, and your people. Question everything, including your CEO, if you are a CEO,and your entity is bleeding capitol, loosing market share, laying off talent, think; "am I doing my job?" If the plumer can't fix the leak in your bathroom, should he be paid? Do you want him to read a book ABOUT fixing your pipes? or do you want him to FIX the leak?
  
  
• Content Light
  By A1FEJUKLTRACYC on 2004-12-24
  This book is absolutely painful to read. Execution is an elementary managerial guidebook - basically Management 101.
  
  The book is light on real, substantive content. Experienced managers (like those so often used as examples in the book) will fall asleep reading this book. The crux of the book is that good leaders should know their people, insist on realism, set clear goals, follow through, reward the doers, expand people's capabilities, know yourself, and be personally involved in hiring your managers. Duh!
  
  There are several letters used as examples of in-depth analysis, careful evaluation, meticulous due diligence, and deep personal involvement in the operating plan development. I personally felt that the letters (like the letter used on pages 255 to 257) demonstrated that only a superficial and cursory analysis of the operating plan had been performed.
  
  The only possible addition to the world of leadership science is the repeated recommendation (throughout the entire 265 pages) for implementing Six Sigma and digitization into organizations. Six Sigma is an excellent quality management program. I highly recommend using Six Sigma, but this is not necessarily new to the world of management.
  
  I personally felt that the authors wrote this book not so much for the purposes of adding something truly relevant to the business world, but for self gratification and personal agrandizement. They share personal example after personal example of wins and successes leaving one to wonder, "why have I never heard about these guys? They must walk on water!" I have heard about Jack Welch, their mentor, - perhaps because he also suffers from a healthy self-promoting ego structure.
  
  I believe success also usually masks the personal failures - something almost completely absent from the book except in the examples of others. I think sharing a few of their personal failures would have given the book a level of authenticity. Moreover, the personal trials and failures would be meaningful for learning purposes.
  
  The writing style used in Execution alternates between third person, first person (Larry), first person (Ram), and even an interviewing style. I went crazy with the style issues. Most of the time I was just trying to remember or figure out who was writing/talking/speaking. I am surprised that this book made it through editing.
  
  Execution is filled with redundancy and repetitive comments driving the reader crazy. I read the entire 265 pages thinking maybe the gem or nugget of information is saved for later in the book. Unfortunately, all that is contained in the latter pages is repetitive content and more personal agrandizement.
  
  I would never compare this book to Good to Great - as many reviewers have done. Good to Great is quite honestly good - it relies on data, facts, and research. In fact, General Electric (their oft cited example of a role model company) missed being included in the Good to Great companies list. GE stock outperformed the market by about 2.8 times during the period between 1985 and 2000 while the average Good to Great company outperformed the market by 6.9 times (more than double the performance of GE). General Electric was good, but not great.
  
  This book is half baked, poorly written, and content light. There are a number of half finished stories and examples to demonstrate various points throughout the book. For example, Larry Bossidy shares an example of advice given to his son in preparation for his first planning session as a Vice President at GE Capital on page 208 (making me wonder about nepotism policies at GE). The story shares the fatherly advice, but never conveys the resolution of the story or how things turned out. This happens repeatedly throughout the book. It leaves the reader wondering "what happened?"
  
  I can only give this book 1 star. I sincerely hope someone else will write on this subject. Execution is invaluable in today's business climate.
  
  
• Execute to win
  By on 2004-03-13
  In sales we teach that you have to be able to close a sale or you are not a salesman.

  In business you have to execute to win. Execution is to business leaders/managers what closing is to the saleman. If you don't execute, you have nothing. It's as simple as that.
  
  

• A different management book
  By A1CYRTQ04LYI55 on 2002-08-13
  This was an atypical management book - rather than focus on "the idea that changes everything" or "the next revolution", it dives into the nuts and bolts of getting things done. In today's economy, this is what we need.

  The authors bring distinct viewpoints: Larry Bossidy has the hardnosed viewpoints of a product of the GE management machine. He lived through the GE execution culture and reapplied it at the Honeywell. Ram Charan displays the broader view of a business school professor with extensive senior level consulting.

  The book starts with a self evident description of why execution is needed. It moves into the types of behaviors a leader should exhibit, and how they set up the framework for change. It concludes with the three major processes an execution oriented leader should run: people, strategy and operations.

  Yes - the book is generic, but it has to be to reach a broad audience. The concept of focusing on all 3 areas: people, strategy and operations is obvious, but important. In the context of calling them processes - it becomes a discipline. The general management focus and need for ongoing persistance is valuable to people of all levels.

  There are some interesting ties to other management gurus. Tom Peters - as outlandish as he may be - is also big on getting things done. Deming's quality approach is ultimately about application. Collins in Built to Last focuses on execution - the steady and stable leader trumps the charistmatic showpiece. The ideas developed here have been building for some time. Their time to come to the front of every executive's thought is now.

  The book does have a few knocks:
  - If Bossidy built such a great culture for success at Honeywell, why did it fall apart immediately after his exit?
  - Is there any hard research behind this? (With a former Harvard and Kellogg alum, you'd expect some)
  - There is much less focus on the customers than one would expect.

  Despite these small misgivings, this is most definitely a useful read for any manager or aspiring leader.
  
  

• Terrible Book
  By on 2003-03-06
  I was so looking forward to reading this book after having the privilege of hearing Larry Bossidy speak. However, the book was a HUGE disappointment to me, so much so that I shelved it after 80 pages. It was terribly written by both contributing authors. Frankly, there was no need to write this book at all. The premise was so simplistic that I gained no more knowledge about execution in business than I had before reading it. Having just earned my MBA, I had been exposed to so many great business books during the course of my studies. I am glad that this book never showed up on any of my reading lists.

  Take my advice and don't bother buying this book, if you have an ounce of intelligence, you will come away saying "why did I waste my time with reading this".
  
  

• An OK Business Book
  By ABVMTX7KTP4CO on 2002-10-31
  "Execution" is an OK book for those who want to read about business. The authors point out that many CEOs are very intelligent, great at strategy, and come from top business schools, but they fail to implement their plans, often because the people they manage don't do anything to execute the plans.

  Bossidy and Charan write: "... unless you translate big thoughts into concrete steps for action, they're pointless." And, good CEOs say "unless I can make this happen, it's not going to matter." The authors see execution as the missing link between aspirations and results. In particular, strategy must be broken down into doable initiatives.

  For example, anyone can say his goal is to grow profits by 10%. But, where is that 10% going to come from? Which products to which customers? What steps are you going to take to market the products?

  The authors argue that you should focus upon three or four priorities. The authors say that if you have ten priorities you don't know what priorities are. Of course, the same logic can be used to say you really only have one priority. But, I fundamentally agree. Once you've got six or more priorities, it's easy to only do the ones you really want to do while the really important ones don't get finished. If you write the top three, you might find none is particularly fun, but they're all really important.

  Selecting the right people for the right job is crucial, as is following thorough to see that your goals are implemented. A good chunk of a CEO's time should be spent hiring and developing people. Technical people sometimes don't make great leaders because developing people really doesn't interest them.

  This said, if you're well-read about business, and, especially, if you've read "Good To Great," "Primal Leadership," and "First Break All The Rules," you might find little that's truly new in this book.

  Peter Hupalo
  Author of "Thinking Like An Entrepreneur"
  
  

• Nothing new or original
  By on 2002-11-02
  I did not find anything new or original in this book. The authors start off talking about "The Gap Nobody Knows" (by Gap they mean Execution) and go on to say that "countless companies are less than they could be because of poor execution, and the gap between promises and results is widespread and clear ... as if no one has ever heard about the words strategy and implementation and execution before. I don't know of a single manager worth his/her salt who hasn't heard and doesn't know about the importance of execution. The authors try to grab attention by coining and explaining terms like asset velocity which is just another name for asset turnover ... a metric that has been in existence almost as long as accounting itself. They spend an inordinate amount of time explaining how and why Dell Computer Corporation has a low cost structure and efficient operations - as if we hadn't already heard this from numerous sources over all the decades that Dell has been in business. They pontificate that "unless you translate big thoughts into concrete steps for action, they're pointless," and use negativisms like "if you don't know how to execute, the whole of your effort as a leader will always be less than the sum of its parts." All these are age old ideas already beaten to death in business literature. I couldn't find anything new or original. This book might be worth spending your time on if you have never read another management book and don't know how to search for a really good one either.
  
  
• Hyped in the press - but save yourself the time and money
  By A9NK9TIX81283 on 2002-07-23
  I read 4-5 books on management a month and this was by far the worst I've read in years. It's just flat out boring and goes on...and on....and on about stories which have little bearing on the points then made in reference.

  Larry feels he must tell us, this $20 billion company... this $50 billion company, this $25 billion company. Who cares what the market cap of the company is... management should not be any stronger (or weaker) based on the market cap of a company.

  Read every word up to page 94 and then had to start scanning for interesting parts because I couldn't take it any more.

  Not worth the time or money.

  Sorry Larry...
  
  

• Exulting the Execution. This is the bottom-line on this boo
  By A2EH566G24I3FP on 2004-01-04
  The book's primary focus is the importance of getting the right people in the right jobs to manage the three core business processes of people, strategy, and operations.
  As a CEO, Larry Bossidy freely admits, "The leader's most important job is selecting and appraising people." With the right people in the right jobs, there's a gene pool of leadership that creates strategies that can be executed (when strategies are in sync with the realities of the marketplace, the economy, and the competition, they're much more likely to be executed and produce great results).
  Bottom-line for this book: It will help crystallize and confirm many of the worries and suspicions you have in the back of your mind, and give you something to do about it. Definitely a book to have if you are in a leadership position. As a senior sales leader for a large pharmaceutical company, I have three personal favorites in my library:

  1.) Good to Great by Jim Collins
  2.) The Power of Habit by Jack D. Hodge
  3.) The Five Dysfunctions of a Team by Patrick M. Lencioni

  Now I'm adding a fourth: Execution - The Discipline of Getting Things Done. Great book.
  
  

• Are you the one to get it done?
  By A3H5VO429A9818 on 2002-06-27
  The two authors have obviously worked together before writing this book and have now collaborated on practical lessons learned that leaders should want to stay sharp on. I have met Ram Charan at numerous meetings and found that his greatest strength is challenging people to think. I do not always agree with his insights, but I do like how he makes me and the reader think about how they act as a leader.

  Now I will tell you that I learned from Larry Bossidy's comments in the book. I actually sought out his comments as the book went on. Why? Well, each and every section that he contributed was no nonsense, practical advice. It appeared to me that his comments were straight from his thoughts, as if he were speaking. Spontaneous and candid. I made a list of take-away actions that I wanted to check myself on or apply in the future.

  The basic principles of the book are simple: identify the best people, give them clear objectives, challenge them to improve and check up on them frequently. It sounds too simple...but the simple things that Bossidy mentions are the important aspects of the book. Listening. Writing follow-up letters outlining the expectations of the leaders previous day interactions with the boss. Talking with people to find out for yourself what is going on, how people are being managed, what management is doing right and what they are doing wrong.

  I found the advice from Bossidy the real key to the book. I especially recommend this for all leaders that think execution is something that is delegated for others to do. I also recommend this for any leader, no matter what size company, to validate the basics in their personal toolkit...are you "executing" the basics?
  
  

• Very Misleading Title
  By on 2002-08-01
  Much to my disappointment, this book was not a "how to" guide to efficient corporal punishment, but rather some new-agey twaddle about how to run your business. Don't be mislead by the title, there is almost no discussion of how to better conduct beheadings, firing squads, or hangings. Save your money!
  
  
• Long on Looks, Short on Solid Information
  By A1JYNVJ7IGAOKQ on 2002-09-04
  I'm a frequent reader of Management books, and bought this book on a whim because of the promise of its title. Big mistake.

  While these gentlemen may have had success in their respective professions, and may be well respected by many, I found their examples to be less than stellar. This book is littered with vague, boring, and over-simplified, almost-cliche examples of how to make a good business work - Hold people accountable. Compare them against budgets. Challenge them with questions.

  By the time I finished this book (which was much longer than typical because of the above), I found myself feeling that the authors had written this because they wanted an avenue to brag about their accomplishments. Perhaps the book would be better if they had spent more time identifying what worked and what didn't, instead of acting as if everything they touched turned to gold...the real world is not that way, and I can't imagine that Bossidy's career has been that way, either.

  As a comparison, I would recommend that any reader pick up Good to Great (by Jim Collins) rather than this book - this book pales in insight, and as a source of fresh, applicable ideas. I learned much more from reading 'The 7 Habits' than I did from this book.
  
  

• Execution writers should be executed
  By A30221MH9W7ISA on 2004-12-17
  What a miserable, empty tome.
  
  Could be expressed in a minor size Inc article.
  
  Repetitive and full of filler, throwing around sweeping generalizations with little of practical value that will change the reader's approach to management.
  
  Would NOT recommend.
  
  PS---Many favorable reviews of business books are written on request of the authors by other cronies in the business of writing business books. Caution is advised.
  
  
• Good Reading for Corporate Executives
  By A314K6RK890TLR on 2003-08-04
  I bought this book because I thought I could learn something new from a couple of high level people. Unfortunately, it failed to deliver on that premise for me, though reading this book was not a waste of time.

  My wife and I own a relatively small service business. Many of the techniques and suggestions in this book are best for a large organization with lots of resources. For instance, the book talks about conducting strategy and reveiw sessions several times a year. If we took our top 10 people out for a couple of days each quarter, we'd close because we only have 10 employees, including us! In fact, much of the analysis suggested can be done even more regularly for a small business since your focus is on your business only and not several units.

  However, the chapters on the people process were helpful. Having the right person in the right job is important in any organization, no matter how small. I intend to use several ideas from this section, scaled down for a small business like ours.

  I found some of the writing occasionally pompous and filled with cliches. Phrases like "robust dialogue" and "social software" sound like high-priced consultant double-speak. Also, I got the feeling that Mr. Bossidy always knows he's the smartest guy in the room.

  The bottom line, however, is that if you are a rising executive at some big manufacturing corporation that is implementing Six Sigma processes, you will probably find this book helpful. If you own a small service business like we do, you could probably spend your reading time in better ways.
  
  

• Felt like an Execution to Read
  By AQPH71BC0XHUO on 2003-09-22
  This book was on the top of my list when it was released. I was under the pretense that "Execution" would provide examples and vivid reasoing behind getting things done in the business world. Instead I received a lot of "Jack Welch Loving". The author, having worked under Welch found it very important to mention Welch and GE as much as possible. Not only that, the author gave off a negative vibe, that very few who try will accomplish what they set their goals to do. I can appreciate honesty if an employer tells you, that you are not cut out for something, but this book basically told you, "Don't get your hopes of executive mgt. up, because you most likely will not make it."

  I struggled to read this book, reading a chapter about once a week, and really dredding it the last 50 pages. While there are nuggets.... We all know he is one of the foremost executives of our time. But the title of the book is not Execution and the love for Jack Welch, but, Execution, the discipline of getting things done. I wish the book would have done that.
  
  

• This book is a load of...
  By A3TBMAWIIHKHFN on 2006-04-29
  I try to be very fair to business books, but I didn't even finish reading this one because it was so elementary and ridiculous. I almost vomited after reading the words "execute" and "execution" a hundred times in the first chapter.
  
  This is one of many books written by formerly successful business people who feel the need (for posterity and/or outright arrogance) to take a five-page concept and spread it out over a few hundred pages.
  
  If you can master this simple principle, you don't need to read this book: Once you have a great plan or idea, you need to implement it effectively. To not effectively implement your great plan or idea, is a waste of a good plan or idea.
  
  That's it folks. The rest of this book is double-talk and business "war stories". The rest of the book is so pointless, you'd be better off spending the time with your family, or reading a different book.
  
  
  
• And the gap still exists
  By A16IITISD2LAX0 on 2004-05-10
  In the "Introduction" and the first chapter "The Gap Nobody Knows", the authors did promise their book to be superior to most of the common "leadership", "strategy", "corporate culture" management books with its ability to explain and solve the universal problem of why business outcomes almost always fall short of those predicted under the grand strategic plans laid down by golden parachute protected American top corp CEOs. Though it is fluently written, it just resembles most of its competitors in any book store, except by an author coming from a big enterprise called "Honeywell" carrying an eye catching rare term named "Execution".

  Before I conclude my review, I would like to give you a brief summary of what this book is about.

  To understand execution, readers have to keep three key points in their mind: 1) Execution is a discipline, and integral to strategy 2) Execution is the major job of the business leader 3)Execution must be a core element of an organisation's culture. The discipline of execution is based on a set of three building blocks that every leader must use to design, install and operate effectively the three core processes rigorously and consistently. The seven essential behavour of Building block I are: know your people and your business, insist on realism, set clear goals and priorities, follow through, reward the doers, expand people's capabilities and know yourself. Building block II is about creating the framework for cultural change whereas building block III is about having the right people in the right place. Meanwhile, the three core processes are those of making links between people, strategy and operations.

  Without prejudice, the above ideas are quite fundamental. However, I am not saying that this is a bad management book. After reading tens, if not over a hundred books of the same kind, I really cant agree that this book is exceptionally outstanding. Can be a leisure reading, but definitely not on the priority list.
  
  

• A valuable reminder of how to do things right
  By on 2002-06-11
  Bossidy and Charan present what they believe is the most critical
  problem in business -- namely a failure to actually ensure that
  an organization is really getting things done (and asking the
  questions of itself necessary to get things done).

  I think the greatest strengths of the book are the real world
  stories, illustrating key issues, and a willingness to name
  names (i.e., they are candid about the failings they see in
  public companies like AT&T).

  The only weakness, I found in the book was that I felt it didn't
  get past becoming very good. That is, you can take this book and
  its precepts to heart, and get very good at execution. But not
  excellent -- the book doesn't deal with some of the complexities
  that an execution focus can bring. For instance (to take an
  example one periodically sees), how do you deal with the
  manager who always meets his objectives (indeed, often exceeds
  them), always prepares, but there's always a touch of sloppiness
  in everything he touches -- enough that folks notice, but no
  more. Do you promote such a person (in an execution environment,
  I think you'd say yes -- is that the right answer?).
  
  

• One of the few books about a crucial topic for managers
  By A378U1BNJZ51KS on 2003-06-14
  I found this book to be extremely useful. Larry Bossidy's view is that the main function of a CEO is to manage the nexus between strategy, operations, and people. He outlines practical techniques to do this that are simple to implement, and may seem obvious to some, but will result in measurable performance improvement in your business. Your staff will be happier with clear goals and Rewards linked to Performance, communication will improve, and things will get done.

  Most companies I have seen, be they large or small, have a big gap between what the Board is trying to do strategically and what people actually do day to day. There are many examples of companies whose strategies sounded great but never really happened, resulting in catastrophic loss of value (eg the AOL Time Warner merger). This is the only management book out of hundreds I have read that tells you how to fill this gap, and make your business achieve its strategic goals.

  Others here have mentioned Jim Collins. While Built To Last and Good to Great were interesting case studies of successful large companies, they gave me nothing that I could implement immediately in my business. Larry and Ram's book let me bring world class business practices into my small company, as soon as I had finished reading it.
  
  

• A BOOK YOU MUST READ
  By A1L8HRCM60W0W7 on 2003-10-25
  It is a common fallacy of business, especially big companies, that the management does those in-the-sky thingies like relationship management, strategy development, hobnobbing with the big tykes etc (depending on which industry the firm is in.) The reality is, most "leaders" think they don't have to roll up their sleeve and "execute". They believe their buck stops at "strategizing".

  At the end of the day, you bet on people, not on strategies. Strategies are intellectually simple; their execution is not simple. The question is, can you execute? That's what differentiates one company from another.

  I thought this book would be about doozy ideas rehashed to be a "business book". But I found the book a common sensical narrative of HOW the executives mentioned (from AT&T, GE, Colgate-Palmolive, J&J etc -- some more successful than others) actually managed their delivery and ascent.

  Brilliant book. Simply, fluently written. You can finish in the course of a laid-back Sunday afternoon lunch.
  
  

• Excellent - As far as it goes
  By A22RQSV6S49T58 on 2004-01-23
  Execution is a fresh of breath air, especially after reading so many business books about 'vision', where the entire book is all 'vision' and no 'substance'. The two authors of the book do know something about creating realistic plans, linking actual operational considerations with goals for achievement, and getting down to a real rubber-meets-the-road approach to planning. In fact, the later chapters about creating strategic plans and tying those plans to the operating plan and budget in a realistic manner are, in my opinion, by far the best the book has to offer, and make the book well worth the read.

  Where I wish they had broadened the scope of the book is to cover effective execution at lower layers of the corporate hierarchy - almost the entire book takes place at, and really applies to, the CEO/EVP/VP level of fortune 500 companies. It rarely if ever covers strategies that work for managers of smaller busines units or groups, or who work in smaller companies. In both cases, the strategies in this book, while still being valuable as theory, lose their practical value. It becomes clear as you read the book that the authors have no real experience with those levels/companies, and I think the book suffers for it.

  Overall, I think this book is worth the read, but I can't bring myself to give it five stars.
  
  

• valid point, but terrible to read
  By on 2003-02-10
  The main statement of this book is that execution is not addressed sufficiently as a factor of success in business.
  Consequently the authors set about to change that.
  Unfortunately, their execution is pretty bad, it's writing is boring, with no cohesion, and lacking true genuine insights.
  I'd advise against buying this book.
  
  
• Wow. A Must-Read.
  By A3H3CEI6EE0V4A on 2006-04-25
  Introduction
  --
  The authors of EXECUTION: THE DISCIPLINE OF GETTING THINGS DONE explicate the importance of execution in organizations. Although I am reluctant to state it, I honestly consider this book a must-read for professionals determined to enhance the capabilities of their organizations.
  
  
  
  HIGHLIGHTS:
  
  --
  What is Execution?
  --
  It is a discipline and a system, built into an organization's strategy, goals, and culture. For execution to work, leaders must be deeply engaged in it. Essentially, it is a specific set of behaviors and techniques that companies must master to develop a sustainable competitive advantage. Ultimately, the authors state that strategies most often fail due to a lack of execution.
  
  
  --
  How to Develop the Discpline and System of Execution?
  --
  It requires a rigorious discussion of an organizaition, constant questioning (productive questioning), tenacious follow through, and organizational accountability. To execute effectively, leaders must know their organization, the business environment, and be unafraid to confront reality. An important feature of execution involves linking rewards with desirable outcomes.
  
  
  
  Building Blocks of Execution include:
  (1) LEADERSHIP
  (a) realism
  (b) clear goals
  (c) rewards for the doers
  (d) expanding people's capabilities.
  (2) ORG. CULTURE
  (a) understand the software (beliefs and behaviors) of an organization as well as its hardware (strategy and structure)
  (b) the organization must act to new thinking, not think itself to new actions
  (c) provide rewards to performance
  (d) help people master the desired behaviors
  (e) facilitate robust dialogue in the framework of openness and candor and informality.
  (3) THE RIGHT PEOPLE
  (a) "many jobs are filled with the wrong people because the leaders who promote them are comfortable with them" (p. 116).
  (b) spending time on developing people will result in a payoff of a sustainable competitive advantage.
  (c) hire people determined to succeed, look at their backgrounds. Have they glided along their lives?
  (d) critical: hire people with a drive to succeed, negating the education and pedigree of a person.
  (e) when hiring, understand that some people interview well and others do not. (Why do people not understand this?) "A person who doesn't interview well may ... be the best choice" (p. 129).
  
  
  --
  EXECUTING
  --
  The processes of execution are strategy, people, and operations. To execute, all must be linked. The book contains incredible depth on the processes of execution, and it is very difficult for me to adequately review them. Although, say, 130 pages are devoted to the processes of execution, the content is extensive. Two concepts I should note are simultaneity and synchronization in organizations.
  
  
  --
  A Model of Execution?
  --
  Jack Welch, according to the authors, is the best example of a business leader who understood execution. Jack Welch's heart and soul were immersed in GE, and he was engaged in the process of execution personally and deeply; he managed the three core processes (selecting leaders, setting direction, and conducting operations) effectively.
  
  
  --
  Conclusion
  --
  Execution is crucial in organization. In fact, it is what separates the successful from the failures. Everyone must understand what execution is and how to execute for an organization to fulfill its potential.
  
  
  I hope my review was helpful for you.
  
  
  Sincerely,
  Clovis
  
  
• Disappointed with focus on academic excercises
  By on 2002-06-24
  This book reads like something a highly-paid consultant would put together for an undergrad business course. Bossidy's rich business experience and wisdom has been all but lost here in favor of cookie-cutter, common sense management credos espoused by co-author Ram Charan. Moreover, the "tag-team" writing style can be irritating and, frankly, often rather drab.

  As much as I like Larry Bossidy and owning HON stock, he should probably consider exiting the book-writing business.
  
  

• Know-How: The 8 Skills That Separate People Who Perform from Those Who Don't
• First, Break All the Rules: What the World's Greatest Managers Do Differently
• Built to Last: Successful Habits of Visionary Companies
• Winning
• Confronting Reality: Doing What Matters to Get Things Right