Timothy J. Galpin

Making Strategy Work

Building Sustainable Growth Capability

• Gebundenes Buch

Produktbeschreibung

The next-step book for managers who are charged with implementing their company?s strategies.

In this hands-on book, Timothy J. Galpin outlines the steps managers need to take so they can confidently implement corporate strategy within their departments and divisions and throughout their organizations. The author bridges the gap that so often exists between strategy and action, and offers the tools managers need to translate plans into results-oriented strategic change. In addition, this practical book outlines the foundations of strategic planning, presents a conceptual model for making corporate strategy work, and shows how to apply a project perspective to strategy.

Produktdetails

• Verlag: Wiley & Sons
• 1. Auflage
• Seitenzahl: 260
• Erscheinungstermin: 3. Oktober 1997
• Englisch
• Abmessung: 240mm x 161mm x 19mm
• Gewicht: 453g
• ISBN-13: 9780787910013
• ISBN-10: 0787910015
• Artikelnr.: 13805780

Autorenporträt

TIMOTHY J. GALPIN is currently the practice leader for human resource strategy at Watson Wyatt Worldwide in Dallas, Texas. He began his professional career after earning a Ph.D. degree in organization development at U.C.L.A. and has since amassed extensive experience in both industry and consulting in North and South America and in Europe. Galpin is the author of The Human Side of Change (Jossey-Bass, 1996) and his work has also appeared in a number of periodical publications, including HR Magazine, Training and Development, Mergers and Acquisitions, the Journal of Business Strategy, and Employment Relations Today.

Inhaltsangabe

xi. Walter R. Young Part One: From Strategic Planning to Sustainable Growth: The Making Strategy Work Model 1. Strategy Easier Set Than Done Strategic Trends
The Impact of Strategy Setting on Implementation Approaches Do Not Work
The Making Strategy Work Model
Conclusion 2. Strategy Implementation: A Pattern Emerges Utilizing the Influence Systems
Applying Integrated Sets of Influence Systems
The Results Speak for Themselves
Conclusion Part Two: Realignment and Implementation: A Project Approach 3. Getting Organized and Establishing the Project Project Flow: Six Stages
Project Management
Project Structure
Project Tasks
Project Tracking
Conclusion 4. Clarifying the Business Strategy The Strategy Clarification Team
The Strategy Clarification Process
Implications of Growth Strategies
Conclusion 5. Determining the Necessary Competencies and Behaviors Focusing on Behaviors in Strategy Implementation
The Concept of Competencies
Company
Wide Core Competencies
Tiered Competencies
Conclusion 6. Redesigning the Influence Systems Assessing the Influence Systems
Setting Organizational Alignment Priorities
Alignment Task Forces
Conclusion 7. Comparing Yourself to Others Benchmarking or Best Practices?
The Basic Steps of Benchmarking and Best Practices
Avoiding Benchmarking and Best Practices Pitfalls
Alternative Sources of Information
Conclusion 8. Developing Redesign Recommendations and Implementing the Redesigned Influence Systems Developing the Redesign Recommendations
Implementing the Redesign Influence Systems
Conclusion 9. Measuring the Impact and Redefining the Process Value Versus Efficiency
Beyond Employee Satisfaction
Building Accountability
Course Corrections
Conclusion 10. Putting It All Together Can We Start in the Middle?
It Won't Happen Overnight
Bigger Is Not Better
Common Mistakes
Key Success Factors
Conclusion Appendix A: Advisory Team Guidebook Appendix B: Core Team Guidebook Appendix C: Alignment Task Forces Guidebook

Rezensionen

"Galpin has zeroed in on one of the toughest challenges facing business management today: how to implement what has been planned. Making Strategy Work offers practical recommendations for converting plans to practice by focusing on key influence systems." -Len Farano, quality management director, Citibank, N.A.

"Galpin's book is necessary reading for executives aiming their corporations toward successful strategic change. His twelve influence systems identify the core elements of effecting change in today's corporation, and explain the dynamic between management process and employee behavior." -Jess Wilson, director of planning, Gap Inc.

"After many frustrating years of trying to implement strategic change, I finally found, in Tim Galpin's book, a framework that can ensure success. I have already introduced his influence systems into our organization and am confident it will make us more successful in this extremely competitive world." -Jack Beal, human resources vice president, ARCO Products Company

"Tim Galpin's analysis of the need for a systematic, integrated approach to realigning existing organizational influence systems with newly adopted business strategies should be required reading for all corporate executives." -Richard G. Evans, executive vice president, Green Tree Financial Corporation

"In order for strategy to come to life in an organization, the leaders who must make it happen must also create it and take ownership of it. Strategy discussions need to be part of the agenda at monthly staff meetings and the results have to be tied to tangible rewards. Tim Galpin's useful book offers keen insights on how to do just that." -Edna Morris, president, Quincy's Family Steakhouses