Hubiese querido que llegara antes a mi mesa. Muy buenos consejos y sobre todo esos 3 procesos que no debemos de olvidar.

Good. Charan is always sane, concrete, and eminently transferable.

Not a great book.
All through the book read so far, I was searching for new concepts. There is nothing new said in this book. Success stories are like text book reading. E.g. Mr XYZ followed execution rule A and he succeed; Mr. ABC did not follow rules and he failed. What about situations where new rules need to be define? Most of Case studies are relevant for top level of operation.

I don't think I can read this book beyond half way mark.

My take always:
Needed: accountability, clear goals, accurate methods to measure performance and the right rewards for people who perform.

Core: Strategy people operations

Get to the heart of an issue through persistent and constructive probing.

Have a contingency plan for the unexpected.

Increase quality and flow of information.

Why is our industry so complicated? Does it have to be? How can we simplify it?

Have clear goals and strive for simplicity--FOLLOW THROUGH !

We don't think ourselves into a new way of acting, we act ourselves into a new way of thinking.

If people believe they are in a mature industry with no growth prospects they won't spend time and energy looking for growth opportunities.

If they believe others who do less get the same rewards it drains their energy.

If you're staying the same you're falling behind.

This is a solid book, but it's a bit short on details, which is odd for an "execution"-focused book. I don't dispute the authors' contention that execution is an overlooked skill, but I think there's a reason companies have COOs and CEOs or that there are chiefs of staff to many senior executives. I'm not sure the two skills are always found in the same person.

Granular book on how to get the job done and deliver results. Very helpful for managers figuring how to implement a strategy. There is so much good in this book but really, really needs to be updated. So as long as you can put up with listening to your grandfather peppering the conversation with war stories, you can mine this resource for really good tips and wisdom, from how and why managing the people process is most important to how you can run an effective meeting (excellent business hygiene and checklist mentality).
Bossidy addresses the three areas of a leader:
1. People Process
2. Strategy Process
3. Operations Process

A former manager of mine once told me to read this book. That was back in 2007. It took me until now to read it, but now I understand why he had such high praise for the book.

Execution in it's simplest sense is to: get things done. Period. But it's more complex than those 3 words might suggest. It's about getting the right people in place, building a strategy around the resources available, and finally implementing the strategy, linking the strategy with people.

As with many other books on management science, the veracity of the concepts is undeniable: Nothing is more important than people, candid dialogue leads to realistic plans, following up is crucial in implementation of a strategy. Yet of all the books in this category of literature that I have read, I always encounter the same problem. These concepts are easy to talk about, and even easier to understand, but hard to practice in real life.

In spite of the negatives, I am certain that this is a book that I will refer to again and again for inspiration, and as a reference point on how to execute. If there is one thing I would like to add to this book however, it would be as follows:

Execution is learned through practice, not just reading.

“Larry Bossidy teams up with Ram Charan — a genius and one of my favorite authors of all time. They help you think through your plan, create a successful strategy to execute and develop a culture of getting things done. Successfully executing a plan year after year after year may be out of reach for most of us, but don’t pass this one up.”

Начинал читать в ожидание, что найду в книге инструменты, решения, шаблоны для поднятия исполнительной функции в компании и достижение. Книга больше по стратегическому планированию и исполнению стратегии. Никаких фреймов нет, но по стратегии, созданию стратегии, обсуждению, это по-моему одна из лучших книг.
Для топов и руководитель любого направления будет очень полезна!

I tried to listen to the audiobook and it was terrible. What a shame - the subject sounded intriguing. I have up.

Presents a helpful framework for leaders to drive execution: the People process, the Strategy process, and the Operations process. Written by Larry Bossidy, one of Jack Welch's key lieutenants at GE and later CEO at Allied Signal / Honeywell. A bit dated (written in 2002) and most applicable for large organizations, but still lots of actionable ideas to drive performance for all leaders.

I had very high expectations when starting this book due to the praise it has received from multiple angles, even the Goodreads book description is written in superlative. It's definitely a good book but I have to say that I was not impressed, mainly due to two reasons:
1) Most of the recommendations were familiar from somewhere else there was little completely new material that I had not encountered before.
2) I did not like that most of the examples were impersonal (company A, project Y, person X) which made them hear artificial.
I did enjoy the part of evaluating the performance of leaders and how it may be deceived (i.e. meeting targets at the cost of people (expecting people to work overtime as a norm) or timing financial/production decisions to maximize reported numbers in a way that compromises future earnings). Also the discussions around organizational culture were sound. "Leaders need to commit as much as 40% of their time and energy (emotional) to selecting, appraising, and developing people." (principle that was endorsed by GE CEO Jack Welch).

For key concepts I'm going to borrow the book review from user "Al" (https://www.goodreads.com/review/show...
1.tExecution is a systematic process of rigorously discussing hows and whats, questioning, tenaciously following through, and ensuring accountability.
2.tNo company can deliver on its commitments or adapt well to change unless all leaders practice the discipline of execution at all levels.
3.tYou need robust dialogue to surface the realities of the business.
4.tHow people talk to each other absolutely determines how well the organization will function.
5.tOrganizations don’t execute unless the right people, individually and collectively, focus on the right details at the right time.
6.tPeople imitate their leaders.
7.tLeadership without execution is incomplete and ineffective.
8.tLeader must show up. You cannot be detached and removed and absent.
9.tGood people liked to be quizzed – when you probe, you can learn things and your people learn things. Everyone gains from the dialogue.
10.tRealism is at the heart of execution; don’t try to avoid or shade reality.
11.tRewards and respect are based upon performance.
12.tCoaching is the single most important part of expanding others’ capabilities.
13.tWhen leader discusses business and organizational issues in a group setting, everybody learns.
14.tBest learning comes from working on real business problems; ask people to work on 3 or 4 issues facing company – form teams to work on those issues.
15.tEvery leader and supervisor needs to be a teacher.
16.tLeader must have emotional fortitude to be able to be honest with yourself; deal honestly with business and organizational realities; or give people forth right assessments.
17.tEmotional fortitude comes from self discovery and self mastery. It is the foundation of people skills.
18.tPutting people in the right jobs requires emotional fortitude.
19.tFour qualities that make up emotional fortitude include authenticity, self-awareness, self-mastery, and humility.
20.tWe don’t think ourselves into a new way of acting; we act ourselves into a new way of thinking.
21.tA business’s culture defines what gets appreciated and respected and ultimately, rewarded. It tells people what in the organization is valued and recognized.
22.tYou cannot have an execution culture without robust dialogue; one that brings reality to the surface through openness, candor, and informality.
23.tGood motto: truth over harmony. Harmony can be the enemy of truth.
24.tFormality suppresses dialogue; informality encourages it. It invites questions, encourages spontaneity and critical thinking.
25.tThe culture of a company is the behavior of its leaders. Leaders get the behavior they exhibit and tolerate.
26.tThe more you get involved and the better you hash the issues out on the table, the better decisions you will make in terms of their resolution.
27.tIn successful businesses, leaders focus intensely and relentlessly on people selection.
28.tLeaders must be personally committed to the people process and deeply engaged in it.
29.tWhen the right people are not in the right jobs, the problem is visible and transparent.
30.tLeaders need to commit as much as 40% of their time and energy (emotional) to selecting, appraising, and developing people.
31.tDoers energize people; they are decisive on tough issues, get things done through others and follow through as second nature.
32.tGetting things done through others: fundamental leadership skill: if you cannot do it, you are not leading.
33.tWhen the wrong people get rewarded, the whole organization loses.
34.tMechanical evaluations miss how candidates performed in meeting their commitments. Meeting them the wrong way can do enormous damage to an organization.
35.tNowhere is candid dialogue more important than in the people process. Must be able to speak forthrightly in evaluating others, if not, evaluation is worthless.
36.tThe people process is more important than either the strategy or operations processes.
37.tRobust people process: evaluates individuals accurately and in depth; provides framework for identifying/developing leadership talent; and fills the leadership pipeline.
38.tTraditional people process; backward looking, focused on evaluating the jobs people are doing today. More important to determine if individuals can handle the jobs of tomorrow.
39.tMeeting strategic milestones greatly depends on having a pipeline of promising and promotable leaders. Strong leadership pipeline based on good information.
40.tHR person must be well trained in the craft: how to teach people, develop them, make them interested in staying with company, and know what’s important for building momentum and morale in an organization.

Application:

1.tA leader just does not sign off on a plan. She wants an explanation and she should drill down until the answers are clear.
2.tThe know-how of execution: involve all people responsible for the strategic plan’s outcome; ask staff about the hows of execution; set milestones for the progress of the plan with strict accountability for the people in charge; and have contingency plans to deal with unexpected.
3.tSeven essential behaviors of leaders: 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.
4.tWork on the personal connection everyday and every way you can. Show up with an open mind and a positive demeanor, be informal and have sense of humor.
5.tFocus on a very few clear priorities that everyone can grasp. Strive for simplicity in general. Speak simply and directly.
6.tAsk people to work on 3 or 4 issues facing company: form teams to work on these issues.
7.tNeed to make judgments about which people have the potential to get something useful out of a course and what specific things you are trying to use education to accomplish.
8.tGain experience in self-assessment.
9.tCultural change must change people’s behavior. Must change the beliefs and behavior of people in ways that are directly linked to bottom – line results.
10.tDo not reward individuals for just strong achievement on numbers but also on the desirable behaviors that people actually adopt.
11.tIncrease population of A-players: those who are tops in both behavior and performance.
12.tSearch for people with an enormous drive for winning.
13.tNever finish a meeting without clarifying what the follow-through will be; who will do it; when and how they will do it; what resources they will use; and how and when the next review will take place and with whom.
14.tPersonally check references. Focus on candidate’s energy, implementation, and accomplishments. Find out about their past/present, accomplishments, how they think, and what drives their ambitions.
15.tLook closely at how the people under review met their commitments.
16.tWhen identifying high-potential and promotable people, avoid two dangers: organizational inertia (keeping people in the same jobs for too long); and moving people up too quickly.