Execution: The Discipline Of Getting Things Done

by Larry Bossidy and Ram Charan

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.