Execution's title misled me. Hopefully, you won't have that problem. I thought Execution would be all about how to take a strategy and operating plan and implement them well. That's not the case.

I also thought Execution would apply to all business people. Instead, the context for most of the AlliedSignal (Honeywell International's name when Mr. Bossidy became CEO there the first time) and General Electric examples which dominate the book is that of the CEO or group executive to whom divisions report in a large conglomerate. In this sense, Execution is like reading the latter chapters of Mr. Welch's book, "Jack."

The main difference between "Jack" and "Execution" is that "Execution" tries to build a framework for the book's concepts while sharing examples (mostly of failure) from other organizations. Mr. Charan's sections of the book mostly focus on that positioning. Mr. Bossidy mostly tells about his own experiences at AlliedSignal and Honeywell. Mr. Bossidy, of course, worked with Mr. Welch at General Electric for many years. Mr. Bossidy reports that you could take execution for granted at GE, but that it was lacking at AlliedSignal when he arrived. The two coauthors alternate in providing long monologues on the chapter topics and subtopics.

Three aspects of Execution are valuable to almost any business leader: how to hold a strategy review (chapter 8), building an organization (chapter 5) and the "Dear Jane" letter to a new leader (conclusion).

For those who would like to become CEOs and heads of divisions of large, disparate organizations, Mr. Bossidy's many anecdotes from his experiences at Honeywell International about how to do the leader's job will provide a valuable model that can be used repeatedly. In many such organizations, there are no good leadership examples and this book can help fill the gap.

Execution addresses these problems: First, many company and division heads have little knowledge about the businesses or the most important functions and processes needed to prosper. Boards, for example, often bring in a brilliant person who has performed as a "role player" elsewhere, and they cannot scale up into the CEO job. When a company has had poor leadership, its processes and organization also become weak and it's hard to get anything done. It's hard to fix that problem. It took years at AlliedSignal and can be quickly lost (which happened in the two years after he retired the first time). That's why Mr. Bossidy had to come back to restore execution (as he means it) at Honeywell International. Lacking these perspectives, the business system is misdirected (see The Fifth Discipline).

Second, many leaders make bad assumptions about their circumstances. Acting on those assumptions makes matters worse.

Third, companies plan to pursue strategies for which they lack the processes and organizations to implement. The strategies need to match the ability to execute.

I was uncomfortable with many of the examples. The unending praise of Dick Brown at EDS didn't seem to make any sense knowing that EDS's stock melted down and he was asked to leave. He was in big trouble when "Execution" was written, having encouraged his people to grow by taking on large, unprofitable new accounts. It seems like he might have been executing the wrong strategy, one that couldn't be executed. Most of the "failure" examples are anonymous which makes them less credible and less compelling. Finally, Dell is heralded for executing very well (which it certainly does). However, in describing how the company has evolved its business model to outperform competitors, "Execution" fails to notice that its business model innovation has been essential to success. No competitor has this strategic advantage.

I suspect that you would do better to read Good to Great for getting ideas related to improving effectiveness.

After you finish this book, ask yourself what one thing you could improve would make the most difference in your organization's performance over the next week, month, quarter, year and three years.


Gives a very good message & many of the answers   January 25, 2004
 0 out of 2 found this review helpful

As the book says "putting an execution culture in place is hard, but losing it is easy" – Bossidy put one in place at Honeywell and then retired in 1999. In 2001 they invited him back, because they'd lost it. I'd have liked to have understood more about what went wrong, and how to prevent a repetition.

There's great emphasis on facing reality, setting clear goals, and dealing with underperformers – a good message.

Under 'know your business' & Strategy Reviews, I didn't see any emphasis on another aspect of reality - 'marketing hype'. I was once presented with an approved Business Plan for a Canadian subsidiary that projected to achieve 35% market penetration in 3-5 years. Turns out the Marketing team hadn't studied the demographic realities of Canada, and had simply re-used some US Statistics, and arbitrarily adapted them. That was a strong lesson they learned from me, and I'd have been well pleased to see something similar in here.


Managerial advice for leaders and senior executives   May 13, 2003
Larry Bossidy is Chairman and former CEO of Honeywell International. Ram Charan has taught at both the Harvard Business School and the Kellogg School of Northwestern University. He now is a highly sought advisor to CEOs and senior executives. This book is split up in three sections (consisting of two to four chapters each), plus an useful introduction and conclusion.

In Part I - Why Execution Is Needed, the authors explain the discipline of execution. "Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage. It is a discipline of its own." This discipline is based on a set of building blocks that every leader must use to design, install, and operate the three core processes of execution.

These building blocks are described in Part II - The Building Blocks of Execution. I believe that Chapter 3, which describes the leader's seven essential behaviors, is the best of the book. This chapter is followed by Building Block Two - Creating the Framework for Cultural Change. "To change a business's culture, you need a set of processes - social operating mechanisms - that will change the beliefs and behaviors of people ..." The final chapter in this part discusses human resources management, or having the right people in the right place. A large part of this chapter is based on Bossidy's experience within General Electric (under the leadership of the legendary Jack Welch).

In Part III - The Three Core Processes of Execution, the authors introduce the three core processes required to fulfill the building blocks of Part II. The three processes are the people process, strategy process, and operations process, which are each explained in an individual chapter. "Leaders need to master the individual processes and the way they work together as a whole. They are the foundation for the discipline of execution, at the center of conceiving and executing a strategy."

Contrary to the hype when this book was published I am disappointed with this book. I will explain why. First, I think that the title of the book is wrong and I warn potential readers that this book is no self-help book. I believe that this book is aimed at processes at senior executive-level and is almost pointless for middle managers. I would suggest a title of 'The Discipline of Getting Things Done Through Others'. Second, most of the examples and points in this book have already been published and explained in other books (from Ram Charan, Jack Welch, and Noel M. Tichy) and business magazines (Business Week, Fortune, etc.). In all honesty, I struggled to finish the book. Yes, there are some good chapters, but that is not worth the 270 pages. The book is written in simple business US-English.


Managerial advice for leaders and senior executives   April 28, 2003
 11 out of 12 found this review helpful

Larry Bossidy is Chairman and former CEO of Honeywell International. Ram Charan has taught at both the Harvard Business School and the Kellogg School of Northwestern University. He now is a highly sought advisor to CEOs and senior executives. This book is split up in three sections (consisting of two to four chapters each), plus an useful introduction and conclusion.

In Part I - Why Execution Is Needed, the authors explain the discipline of execution. "Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage. It is a discipline of its own." This discipline is based on a set of building blocks that every leader must use to design, install, and operate the three core processes of execution.

These building blocks are described in Part II - The Building Blocks of Execution. I believe that Chapter 3, which describes the leader's seven essential behaviors, is the best of the book. This chapter is followed by Building Block Two - Creating the Framework for Cultural Change. "To change a business's culture, you need a set of processes - social operating mechanisms - that will change the beliefs and behaviors of people ..." The final chapter in this part discusses human resources management, or having the right people in the right place. A large part of this chapter is based on Bossidy's experience within General Electric (under the leadership of the legendary Jack Welch).

In Part III - The Three Core Processes of Execution, the authors introduce the three core processes required to fulfill the building blocks of Part II. The three processes are the people process, strategy process, and operations process, which are each explained in an individual chapter. "Leaders need to master the individual processes and the way they work together as a whole. They are the foundation for the discipline of execution, at the center of conceiving and executing a strategy."

Contrary to the hype when this book was published I am disappointed with this book. I will explain why. First, I think that the title of the book is wrong and I warn potential readers that this book is no self-help book. I believe that this book is aimed at processes at senior executive-level and is almost pointless for middle managers. Second, most of the examples and points in this book have already been published and explained in other books (from Ram Charan, Jack Welch, and Noel M. Tichy) and business magazines (Business Week, Fortune, etc.). In all honesty, I struggled to finish the book. Yes, there are some good chapters, but that is not worth the 270 pages. The book is written in simple US-English.