Executing Your Strategy: How to Break It Down and Get It Done
by Mark Morgan, Raymond E. Levitt, William A. Malek
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Book Summary Information
Author: Mark Morgan, Raymond E. Levitt, William A. MalekEdition: Hardcover
Audio: English (Unknown); English (Original Language); English (Published)
Published: 2008-01-07
ISBN: 1591399564
Number of pages: 304
Publisher: Harvard Business School Press
Book Reviews of Executing Your Strategy: How to Break It Down and Get It Done
Book Review: Perils and opportunities in the six domains of the strategic execution network
Summary: 5 Stars
In this volume, Mark Morgan, Raymond Levitt, and William Malek focus their attention on "engaging in strategic project portfolio management for successful execution" and more specifically on the six domains of the strategic execution network, their acronym INVEST: Ideation (clarify and communicate purpose, identity and long- range intention), Nature (develop alignment between and among strategy, structure, and culture based on ideation), Vision (create clear goals and metrics aligned to strategy and guided by ideation), Engagement (engage the strategy via the investment stream), Synthesis (do projects and programs right, in alignment with portfolio), and Transition (transfer the projects and program outputs into operations where their benefits can be realized). Morgan, Levitt, and Malek devote a separate chapter to each. In the final chapter, they respond to a question their reader has no doubt by then asked: "Where should we start?" Although much (if not most) of this material examines strategy execution in an organization, the authors use Lance Armstrong as an example of how an individual can also "align all the [strategy-making] domains and invest every precious minute, and every personal resource, accordingly."
I was especially interested in the material provided in Chapter Three as the authors examine how to align an organization's culture and structure with its strategy. This is precisely the approach Louis Gerstner took after be assumed his duties as CEO of IBM. His mindset could be described as "outside-in" as he carefully determined how to achieve a strategic fit with IBM's external environment and then redefined his company's "nature." That is, he ensured that strategy, structure, and culture in the nature domain were in proper alignment with the ideation and vision domains. That is why IBM, previously a maker of branded products, redefined its "nature" to be that of a provider of custom integrated IT solutions for its global clients.
Morgan, Levitt, and Malek note that, in contrast, many strategists "focus on designing strategies that fit the external environment. They underestimate, as [Carly] Fiorina and the HP board appear to have done, the equally important issue of strategic fit with the internal environment. As [Mark] Hurd's early results revealed, the idea of combining with Compaq was not inherently flawed but misaligned with the nature of HP - its DNA as Gerstner would put it." I presume to add that, to a lesser extent, the same challenges await those companies that are considering a strategic alliance.
In the same chapter, they also examine four generic types of culture and agree with William Schneider (author of The Reengineering Alternative: A Plan for Making Your Current Culture Work) that in each of the four, its members share a dominant value. For example, "A competence culture believes in the `Field of Dreams' principle: make great products and people will flock to buy them. It values technical values above all else." The other types of culture are Collaboration (understanding the unique needs of customers), Cultivation (recruiting, retaining, and nurturing creative employees to produce unique products), and Control (low cost production of standard outputs).
Readers will appreciate the authors' skillful use of dozens of Tables and Figures throughout their lively narrative that consolidate key points. In Chapter 3, for example, the Tables illustrate "The four archetypes of organizational culture" (Page 101), Measure your organization's culture" (Page 135), "Measure you organization's structure" (Page 136), and "Measure your organization's strategy within the nature domain" (Page 137). In the same chapter, these are the Figures: "The nature imperative: Invest in projects to align culture, structure, and strategy" (Page 94), Align strategy with culture: Charting your culture egg" (Page 101), "The culture egg for a custom manufacturer" (Page 102), "Template for testing the alignment of strategy and culture" (Page 103), "HP's strategy-culture alignment map" (Page 103), "Formal matrix combines functional excellence with product/program focus" (Page 113), "Identify the apprriate alignment of strategy, structure, and culture" (Page 115), and "Achieving the nature imperative at DPR [Construction]: Aligning strategy, structure, and culture required careful ongoing investments" (Page 133). The other five chapters have equally informative Tables and Figures; also additional real-world examples of how some companies successfully executed strategies and other companies tried but failed to do so.
In the final chapter, the authors reiterate six imperatives of strategic execution (first displayed by Table 1.1 on Page 17 and then duplicated by Table C-1, Page 241), cite several real-world examples (e.g. Airbus and the perils of misalignment), discuss Lance Armstrong and the lessons to be learned from his successful execution of various strategies, and then pose what they call six "Acid Test Questions (on Pages 256-257) that could be read first, before proceeding through the Introduction and the six chapters. I wish I had done so because they provide an especially valuable frame of refernce for the wealth of information, insights, and recommendations that Morgan, Levitt, and Malek provide.
Their book is a brilliant achivement.
* * * * *
Those who share my high regard for it are urged to check out Schneider's aforementioned book as well as Lawrence Hrebiniak's Making Strategy Work: Leading Effective Execution and Change and Doing What Matters: How to Get Results That Make a Difference - The Revolutionary Old-School Approach co-authored by James Kilt with John Manfredi and Robert Lorder. Also A.G. Lafley and Ram Charan's The Game-Changer: How You Can Drive Revenue and Profit Growth with Innovation, Noel Tichy and Warren Bennis' Judgment: How Winning Leaders Make Great Calls, Dean Spitzer's Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success, and Enterprise Architecture As Strategy: Creating a Foundation for Business Execution co-authored by Jeanne W. Ross, Peter Weill, and David Robertson.
Summary of Executing Your Strategy: How to Break It Down and Get It Done
Why do businesses consistently fail to execute their competitive strategies? Because leaders don't identify and invest in the full range of projects and programs required to align the organization with its strategy. Moreover, even when strategy makers do break their plans down into doable chunks, they seldom work with project leaders to prioritize strategic investments and assure that needed resources are applied in priority order. And they often neglect to revise the strategic portfolio to fit the demands of a dynamic environment, or to stay connected to strategic projects through completion, as new products, services, skills and capabilities are transferred into operations.In Executing Your Strategy, Mark Morgan, Raymond Levitt, and William Malek present six imperatives that enable you to do the right strategic projects--and do those projects right. And it is no accident that the six imperatives combine to create the acronym INVEST:
Ideation: Clarify and communicate Purpose, Identity and Long Range Intention
Nature: Develop alignment between Strategy, Structure and Culture based on Ideation
Vision: Create clear Goals and Metrics aligned to Strategy and guided by Ideation
Engagement: Do the right projects based on the Strategy through Portfolio management
Synthesis: Do Projects and Programs right, in alignment with Portfolio
Transition: Move the Project and Program outputs into Operations where benefit is realized
Full of intriguing company examples and practical advice, this crucial new resource shows you how to make strategy happen in your organization
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