Making Strategy Work: Building Sustainable GrowthCapability
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- Wiley
More About This Title Making Strategy Work: Building Sustainable GrowthCapability
English
The next-step book for managers who are charged with implementing their company?s strategies.
In this hands-on book, Timothy J. Galpin outlines the steps managers need to take so they can confidently implement corporate strategy within their departments and divisions and throughout their organizations. The author bridges the gap that so often exists between strategy and action, and offers the tools managers need to translate plans into results-oriented strategic change. In addition, this practical book outlines the foundations of strategic planning, presents a conceptual model for making corporate strategy work, and shows how to apply a project perspective to strategy.
In this hands-on book, Timothy J. Galpin outlines the steps managers need to take so they can confidently implement corporate strategy within their departments and divisions and throughout their organizations. The author bridges the gap that so often exists between strategy and action, and offers the tools managers need to translate plans into results-oriented strategic change. In addition, this practical book outlines the foundations of strategic planning, presents a conceptual model for making corporate strategy work, and shows how to apply a project perspective to strategy.
English
TIMOTHY J. GALPIN is President of Integration Partners, LLC, in Dallas, Texas. He began his professional career after earning a Ph.D. degree in organization development at U.C.L.A. and has since amassed extensive experience in both industry and consulting in North and South America, Asia, and in Europe. He is also the author of two other books, The Human Side of Change and The Complete Guide to Mergers and Acquisitions, both from Jossey-Bass.
English
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
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
English
"Galpin has zeroed in on one of the toughest challenges facing business management today: how to implement what has been planned. Making Strategy Work offers practical recommendations for converting plans to practice by focusing on key influence systems." -Len Farano, quality management director, Citibank, N.A.
"Galpin's book is necessary reading for executives aiming their corporations toward successful strategic change. His twelve influence systems identify the core elements of effecting change in today's corporation, and explain the dynamic between management process and employee behavior." -Jess Wilson, director of planning, Gap Inc.
"After many frustrating years of trying to implement strategic change, I finally found, in Tim Galpin's book, a framework that can ensure success. I have already introduced his influence systems into our organization and am confident it will make us more successful in this extremely competitive world." -Jack Beal, human resources vice president, ARCO Products Company
"Tim Galpin's analysis of the need for a systematic, integrated approach to realigning existing organizational influence systems with newly adopted business strategies should be required reading for all corporate executives." -Richard G. Evans, executive vice president, Green Tree Financial Corporation
"In order for strategy to come to life in an organization, the leaders who must make it happen must also create it and take ownership of it. Strategy discussions need to be part of the agenda at monthly staff meetings and the results have to be tied to tangible rewards. Tim Galpin's useful book offers keen insights on how to do just that." -Edna Morris, president, Quincy's Family Steakhouses
"Galpin's book is necessary reading for executives aiming their corporations toward successful strategic change. His twelve influence systems identify the core elements of effecting change in today's corporation, and explain the dynamic between management process and employee behavior." -Jess Wilson, director of planning, Gap Inc.
"After many frustrating years of trying to implement strategic change, I finally found, in Tim Galpin's book, a framework that can ensure success. I have already introduced his influence systems into our organization and am confident it will make us more successful in this extremely competitive world." -Jack Beal, human resources vice president, ARCO Products Company
"Tim Galpin's analysis of the need for a systematic, integrated approach to realigning existing organizational influence systems with newly adopted business strategies should be required reading for all corporate executives." -Richard G. Evans, executive vice president, Green Tree Financial Corporation
"In order for strategy to come to life in an organization, the leaders who must make it happen must also create it and take ownership of it. Strategy discussions need to be part of the agenda at monthly staff meetings and the results have to be tied to tangible rewards. Tim Galpin's useful book offers keen insights on how to do just that." -Edna Morris, president, Quincy's Family Steakhouses
