TUM Library

"A Productivity Press Book" -- taken from title page.

"Only 10-25% of organizations get it right when it comes to achieving the expected results from their strategic planning. This means 75-90% of them are leaving results on the table and wasting their time on things that don't matter. Almost a decade ago, a major steel manufacturer approached Sean Ryan and his team to help them think through how to better convert strategy to results. This was the catalyst for the seven gears that translate strategy to results found in Strategy-Execution-Results (SXR). Why Gears? Gears transmit energy. The more aligned they are and the less friction in their chain, the better they function. Leaders can easily identify the gear creating the most friction and then take action to better align that gear with the strategy generating better results. This then creates momentum to improve the alignment and performance of other gears. This approach also emphasizes the ways everyone in the organization has some influence over every gear. Based on Sean Ryan's consulting and training with organizations from start-ups to the Fortune 100, he's found that these performance gears drive better results. You'll employ them to align your goals with your strategy, create visible scorecards to know whether or not you're on track, and identify the critical behaviors and actions that will drive performance. Readers will use this book to point their efforts towards getting meaningful results from their strategy. As noted in the Harvard Business Review: "The prize for closing the strategy-performance gap is huge: increasing performance by at least 50% for most organizations." After moving beyond their initial amazement of just how misaligned they were, they'll be able to quickly apply the seven gears to sell better and more, drive down costs, improve quality and safety, and recruit talent for the future. In addition, there's nothing in this book that has not been applied in actual business settings. While companies could use the SXR Framework to overhaul their organization top-to-bottom, they'll also appreciate that they don't have to change everything at once to make progress. Upon understanding each of the gears and how to create follow up and follow through, they'll be able to improve any gear to start seeing strategic outcomes"-- Provided by publisher.

Cover -- Half Title -- Title Page -- Copyright Page -- Table of Contents -- Foreword -- Acknowledgments -- Author -- Introduction: Good Plans, Poorly Executed -- Chapter 1 The Strategy to Results Gap: Why Execution Matters -- Fixing the Execution Gap -- Digging In: Maneuvering through This World of Perpetual Whitewater -- Moving Beyond a Strategy of "Just Sucking Less" -- Why Gears? -- Getting Started: A Crisp, Clear, Compelling Vision/Strategic Intent -- Thought Starter Questions -- First Steps -- Bibliography

Chapter 2 Right, Right, Right: The Right People with the Right Capabilities in the Right Roles -- Right People in the Right Roles with the Right Capabilities is Critical -- Know What You Want -- Engage the People You Have -- Assess Your Talent and Bench Strength -- Build Capabilities: Development That Works -- Thought Starter Questions -- First Steps -- Bibliography -- Chapter 3 Align the Architecture: Creating Organizational Gravity -- A Tale of Two Production Lines -- Who? Leader as Organizational Architect

What? Aligning Systems, Structures, Processes, and Culture to Create Organizational Gravity -- When? Knowing When to Change the Architecture -- How? Design Principles for Aspiring (Organizational) Architects -- What Else? This is the Hard Stuff -- Thought Starter Questions -- First Steps -- Chapter 4 Culture of Communications: Changing Marshmallows to Unicorns -- Communicate, Communicate, Communicate: Once is Not Enough -- Setting the Foundation for a Culture of Communications: Integrity, Trust, and Respect -- Engaging in the Conversation

Feedback is the Breakfast of Champions ... as Long as You're Willing to Eat it -- Courageous Communications -- Thought Starter Questions -- First Steps -- Chapter 5 SET Result-Oriented Goals: Aligning Results to Strategy -- Align Goals to the Strategy -- Result-Oriented Goals -- SET (Start-End-Timeframe) Goals -- Stretch Goals -- Thought Starter Questions -- First Steps -- Bibliography -- Chapter 6 Build Visible Scorecards: Improving Performance by Keeping Score -- Good Scorecards: Create a Direct Line of Sight between Performance and Results

Better Scorecards: Compare Current Performance, the Goals or Standards, and the All-Time Best Performance -- Best Scorecards: Show Trends Over Time -- Thought Starter Questions -- First Steps -- Bibliography -- Chapter 7 Define the Performance Drivers: The Critical Activities That Lead to the Right Results -- Determine the Performance Drivers -- Master Execution of the Performance Drivers: Purposeful and Deliberate Practice -- Track Execution of the Performance Drivers -- Regularly Reassess Your Performance Drivers -- Thought Starter Questions -- First Steps -- Bibliography

OCLC-licensed vendor bibliographic record.