Shop - (Harvard Business Press ) STRATEGIC SPEED : Mobilize People, Accelerate Execution

View All Photos
Jocelyn Davis +Henry Frechette + Edwin Boswell – STRATEGIC SPEED : Mobilize People, Accelerate Execution
oznorCO
oznorCO
oznorCO
oznorCO
oznorCO
oznorCO
oznorCO
Jocelyn Davis +Henry Frechette + Edwin Boswell – STRATEGIC SPEED : Mobilize People, Accelerate Execution
oznorCO
Jocelyn Davis +Henry Frechette + Edwin Boswell – STRATEGIC SPEED : Mobilize People, Accelerate Execution
oznorCO
Jocelyn Davis +Henry Frechette + Edwin Boswell – STRATEGIC SPEED : Mobilize People, Accelerate Execution
oznorCO
oznorCO
Jocelyn Davis +Henry Frechette + Edwin Boswell – STRATEGIC SPEED : Mobilize People, Accelerate Execution
oznorCO
oznorCO
Jocelyn Davis +Henry Frechette + Edwin Boswell – STRATEGIC SPEED : Mobilize People, Accelerate Execution
oznorCO

(Harvard Business Press ) STRATEGIC SPEED : Mobilize People, Accelerate Execution

Edwin H. Boswell, Henry M. Frechette\, JR., Jocelyn R. Davis
LIKE NEW, HARDCOVER
Edwin H. Boswell, Henry M. Frechette, JR., Jocelyn R. Davis
LIKE NEW, HARDCOVER

RM35.00

A Winning Formula For Faster, Smarter Execution

ISBN 9781422131527
Book Condition LIKE NEW
Format HARDCOVER
Publisher Harvard Business Press
Publication Date 8/6/2010
Pages 224
Weight 0.4 kg
Dimension 21.6 × 14.8 × 2 cm
Availability: Out of stock

Additional information

Out of stock

SHARE:
  • Detail Description

Description

 

 
It’s a fact : Success in business goes to the swift. It’s about who can create the most value smarter and faster than the competition. Everyone knows that great execution means fast execution.
 
In business, there’s a speed gap: It’s the difference between how important a firm’s leaders say speed is to their competitive strategy and how fast the company actually moves. That gap is significant regardless of region, industry, company size, or strategic emphasis. Organizations fearful of losing their competitive advantage spend much time and many resources looking for ways to pick up the pace.
 
Yet the majority of strategic initiatives fails to implement successfully and on time – even with streamlined processes in place, detailed graphs to chart the course, and plenty resources on hand to get the job done.
 
Why? Only 30 percent of strategic initiatives are successfully executed. Of those that are, most CEOs view the process as too slow. What’s going on? And how can you accelerate execution in your company?


In Strategic Speed, the authors provide the answers. Start by understanding the barriers to execution: Employees don’t grasp where an initiative is going. They don’t adopt new behaviors. They’re not committed to working together to achieve results. Most leaders try to speed things up by changing processes or installing new technologies. But better processes and systems won’t remove the barriers. Instead, you need to unleash three people factors—clarity (understanding the goal), unity (collaborating across work groups), and agility (adapting quickly).
 
To inspire speed, leaders typically push for pedal-to-the-metal performance with exhortations like Let’s just get it done or We really have to pick up the pace on this one. But according to The Forum Corporation’s Edwin Boswell, Jocelyn Davis, and Henry Frechette, by focusing on simply moving fast, leaders are mistaking mere speed for strategic speed.
 
Therefore , The authors argue that an exclusive focus on pace and process often leads to only superficial speed : LOTS OF ACTIVITY, BUT LITTLE FORWARD MOTION. To achieve Strategic Speed – implementing strategies both quickly and well – leaders need to make people the key ingredient in their success formula.
 
Strategic speed is not about hurrying up; rather, it’s about reducing time to value and increasing value over time. Mere speed is like a drag race, where drivers start their engines and zoom to the finish. Strategic speed is instead like a rally race, where drivers maximize overall speed over a long, tricky course by slowing down on some curves, adjusting gears on the hills, avoiding obstacles, and pacing themselves so they can go fastest when it is needed.
 
In this book, the authors show how three people factors can provide a powerful accelerator for organizational speed and performance, in other words it shows leaders how to gain strategic speed by focusing on the three people factors of speed :

◆Clarity : understanding the goal

◆Unity : cross-company collaboration

◆Agility : adapting quickly
 
And the authors explain how to unleash these factors by exercising four specific leadership abilities:

•Affirming strategies: Ensuring everyone knows the destination and wants to go there

•Driving initiatives: Accelerating projects called for by your strategy

•Managing climate: Controlling what it feels like to work in your team

•Cultivating experience: Harnessing employees’ knowledge and expertise
 
If the first generation of speed in the 80s and 90s saw leaders on a quest for efficiencies through systems and processes, then this new second generation of speed is all about people: getting groups of people to execute and accomplish daily work more quickly, nimbly, and successfully.
 
Based on The Forum Corporation’s extensive proprietary and global research and filled with examples of companies who have developed a new mindset about speed, this book will show leaders how to accelerate the execution of plans and strategies and sustain speed over time.
 
Strategic Speed provides real-world examples—from companies as diverse as Tata Sky, Thermo Fisher Scientific, Ameriprise, and Fender Guitars—showing these practices in action. And it’s packed with tools and assessments for diagnosing where your execution efforts are in trouble and choosing specific actions for accelerating results in your firm.
 
From big change initiative to everyday work projects, Strategic Speed will help you move past paying lip service to faster execution – and arm your people with the tools to make it really happen.
 
—————————————————————–
About the Author
Jocelyn R. Davis is the Executive Vice President of Research and Development for The Forum Corporation. Edwin H. Boswell is President and CEO of The Forum Corporation. Henry M. Frechette Jr. is a member of Forum’s Consulting Partner Network.

[ --- Read more --- ]
You've just added this product to the cart: