Lawrence G. Hrebiniak has crafted a valuable addition to the library of books on how to implement strategic shifts - a much-needed contribution considering companies’ usual abysmal track records when they try to make fundamental changes. He confirms that great execution cannot save a poorly conceived strategy, and he finds that most managers believe that failure to manage change is the primary reason strategic initiatives fail. The author suggests that the first step toward great execution is to take time at the beginning of an initiative to make managers more aware of the pitfalls ahead. In today’s environment, execution is increasingly difficult: merger and acquisition deals involve strategic integration of companies that may be culturally incompatible, and globalism raises the challenge of implementing strategic change across multiple borders. Clearly, if your company can’t execute, there’s no point in devising grand or elegant strategies. getAbstract highly recommends this bridge over the execution gap.
In this summary, you will learn
- How to implement a strategic initiative amid change;
- How your organizational structure affects your company’s ability to execute; and
- How to manage execution on a regional or a global basis.
About the Author
Lawrence G. Hrebiniak, Ph.D., has been a member of the Wharton School at the University of Pennsylvania since 1976. His current research focuses on strategy execution and organizational design.