Execution is a systematic process of rigorously discussing how’s and what’s, questioning, tenaciously following though and ensure accountability. This book is a great insight into where things typically go wrong in all big small and medium projects. This book provides a frame work on which values, principles and working strategy needs to be inherited for successful execution. The book talks about dos and don’ts in easy to understand language. Once you start relating the topics covered to your days to day operation issues which you face at work it keeps on becoming more and more interesting. The real time examples and solutions make the book interesting to read. I personally feel that the principles explained in the books can be adopted to our personal life as well as at the workplace•
Summarizing the key thoughts from the book:
1.Most often today the difference between a company and its competitor is the ability to execute. People think of execution as the tactical side of business, something leaders delegate while they focus on the perceived bigger issues. Execution is not just tactics – It is a disciple and a system. It has to be built into a company’s strategy, its goals, and its culture.
2.Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage.
3.THE HEART OF EXECUTION LIES IN THE THREE CORE PROCESSES; the people process, the strategy process, and operations process
4.The skill of coach is the art of questioning.
5.To change a business’s culture you need to set of processes – social operating mechanisms – that will change the beliefs and behavior of people in ways that are directly linked to bottom-line results.
6.COMPETENCIES: Functional skills, business skills, management skills and leadership skills.
7.A ROBUST PEOPLE PROCESS DOES THREE THINGS. It evaluates individuals accurately and in depth. It provides a frame work for identifying and developing the leadership talent- at all levels and of all kinds- the organization will need to execute its strategies down the road. It is based on
Linkage to the strategic plan and its near, - medium-, and long term milestones and the operating plan target, including specific financial targets
Developing the leadership pipeline through continuous improvement, succession depth and reducing retention risks
Deciding what to do about non-performers
Transforming the mission and operations of HR
8.Succession depth analysis determines whether the company has enough high potential people to fill key positions. It also looks at whether there are high potential people in the wrong jobs and whether key people will be lost if a job is not unblocked for them.