This work represents a straightforward, workable set of approaches and solutions to what ails many organizations: they may be able to say what they want to do; what they intend to do; what they are trying to achieve; but they seldom produce results!
 
Check out the following review, and learn, as an organizational leader, what is required to execute he plans you make. Charan and Bossidy speak plainly and effectively about how to get from here to there.

Book Review from Link&Learn newsletter

Execution: The Discipline of Getting Things Done
by Larry Bossidy and Ram Charan;
©June 2002, Crown Publishers

Strategy. People. Operations. These three words sum up Execution, by Honeywell CEO Larry Bossidy and "Consultant to CEOs" Ram Charan. While not for every reader, this book asserts that execution is "the missing link between aspirations and results" and presents the fundamentals of driving results in the modern corporation.

Execution is a simple book. It is not groundbreaking; it is not lofty; it is not technical or even highly detailed. Managers and executives looking for a "how-to" manual will not find the specifics here but, rather, will learn about the building blocks and principles that are used by today's successful leaders. (Look to David Allen's Getting Things Done for details on how to manage projects to completion.)
Simply put, Execution is the meat and potatoes of management teachings. It mixes straight-forward priorities and teachings with personal anecdotes from each of the co-authors. Sometimes these stories are illuminating; other times they fall short of revealing anything new or dynamic.

The book is divided into two sections: Building Blocks and Processes. The first half of the book outlines the three building blocks of execution:
1) The Leader' Seven Essential Behaviors
2) Creating the Framework For Cultural Change
3) The Job No Leader Should Delegate - Having the Right People in the Right Place

For more information on business development, contact TABIC.

The second half delves into the three processes above, people, strategy, and operations. While these chapters provide details and describe the importance of the various tasks, they sometimes fail to spell out the "how."

On the people front, Execution, presents clear advice on the fundamentals but often under-prioritizes the skill of communication. Bossidy and Charan refer to candid dialogue as the "live ammo" of execution. They reinforce the importance of being decisive, energizing people, and following up. The book closes with an example of a letter written by a supervisor to a new manager. This letter summarizes the core of Execution : connect to the strategy; outline the individual's role and goals; and set clear, measurable indicators of success. Perhaps someday all managers will use tools such as this letter to inspire employees to execute.

Overall, while not essential, Execution is a worthy read. The book will prove most valuable those who succeed through their own individual efforts but would benefit from management fundamentals - those who are new to the role to getting things done through others. While Execution is certainly not an MBA in 256 pages, it does provide a holistic view of how high-level strategy and ground-level tactics combine to help people deliver ("execute") results.