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内容简介

　　The book that shows how to get the job done and deliverresults . . . whether you’re running an entire company or in yourfirst management job
　　Larry Bossidy is one of the world’s most acclaimed CEOs, a manwith few peers who has a track record for delivering results. RamCharan is a legendary advisor to senior executives and boards ofdirectors, a man with unparalleled insight into why some companiesare successful and others are not. Together they’ve pooled theirknowledge and experience into the one book on how to close the gapbetween results promised and results delivered that people inbusiness need today.
　　After a long, stellar career with General Electric, Larry Bossidytransformed AlliedSignal into one of the world’s most admiredcompanies and was named CEO of the year in 1998 by Chief Executivemagazine. Accomplishments such as 31 consecutive quarters ofearnings-per-share growth of 13 percent or more didn’t just happen;they resulted from the consistent practice of the discipline ofexecution: understanding how to link together people, strategy, andoperations, the three core processes of every business.

The book that shows how to get the job done and deliver
results . . . whether you’re running an entire company or in your
first management job 
　　Larry Bossidy is one of the world’s most acclaimed CEOs, a man
with few peers who has a track record for delivering results. Ram
Charan is a legendary advisor to senior executives and boards of
directors, a man with unparalleled insight into why some companies
are successful and others are not. Together they’ve pooled their
knowledge and experience into the one book on how to close the gap
between results promised and results delivered that people in
business need today. 
　　After a long, stellar career with General Electric, Larry Bossidy
transformed AlliedSignal into one of the world’s most admired
companies and was named CEO of the year in 1998 by Chief Executive
magazine. Accomplishments such as 31 consecutive quarters of
earnings-per-share growth of 13 percent or more didn’t just happen;
they resulted from the consistent practice of the discipline of
execution: understanding how to link together people, strategy, and
operations, the three core processes of every business. 
　　Leading these processes is the real job of running a business,
not formulating a “vision” and leaving the work of carrying it out
to others. Bossidy and Charan show the importance of being deeply
and passionately engaged in an organization and why robust
dialogues about people, strategy, and operations result in a
business based on intellectual honesty and realism. 
　　The leader’s most important job—selecting and appraising
people—is one that should never be delegated. As a CEO, Larry
Bossidy personally makes the calls to check references for key
hires. Why? With the right people in the right jobs, there’s a
leadership gene pool that conceives and selects strategies that can
be executed. People then work together to create a strategy
building block by building block, a strategy in sync with the
realities of the marketplace, the economy, and the competition.
Once the right people and strategy are in place, they are then
linked to an operating process that results in the implementation
of specific programs and actions and that assigns accountability.
This kind of effective operating process goes way beyond the
typical budget exercise that looks into a rearview mirror to set
its goals. It puts reality behind the numbers and is where the
rubber meets the road. 
　　Putting an execution culture in place is hard, but losing it is
easy. In July 2001 Larry Bossidy was asked by the board of
directors of Honeywell International (it had merged with
AlliedSignal) to return and get the company back on track. He’s
been putting the ideas he writes about in Execution to work in real
time.

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作者简介

　　Larry Bossidy is chairman and former CEO of Honeywell International, a Fortune 100 diversified technology and manufacturing leader. Earlier in his career he was chairman and CEO of AlliedSignal, chief operating officer of General Electric Credit (now GE Capital Corporation), executive vice president and president of GE’s Services and Materials Sector, and vice chairman of GE.

目　　录

Introduction
PART I:WHY EXECUTION IS NEEDED
　1: The Gap Nobody Knows
　2: The Execution Difference
PART II:THE BUILDING BLOCKS OF EXECUTION
　3: Building Block One: The Leader's Seven EssentialBehaviors
　4: Building Block Two: Creating the Framework for CulturalChange
　5: Building Block Three: The Job No Leader Should Delegate--Havingthe Right People in the Right Place
PART III:THE THREE CORE PROCESSES OF EXECUTION
　6: The People Process: Making the Link with Strategy andOperations
　7: The Strategy Process: Making the Link with People andOperations
　8: How to Conduct a Strategy Review
　9: The Operations Process: Making the Link with Strategy andPeople
Conclusion: Letter to a New Leader

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EXECUTION(ISBN=9780609610572)

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