HBR Guide to Executing Your Strategy

  • 4h 55m 25s
  • Harvard Business Review
  • Gildan Media
  • 2023

Put your strategy into action.

Even the best competitive strategies mean nothing if they can't be executed. Yet many organizations struggle when they move from defining a strategy to implementing it. Somehow, all the careful planning falls to the side, and leaders are left wondering how to pick up the pieces.

The HBR Guide to Executing Your Strategy is here to help. This book offers leaders and managers tips and advice for how to take even the most detailed strategy and apply it throughout their organizations.

You'll learn how to: get employees on board with a new strategy; communicate plans effectively; identify milestones for progress toward objectives; eliminate initiatives that no longer contribute; overcome naysayers and resistance; avoid execution traps; and adjust course where necessary.

Arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.

About the Author

Harvard Business Review is the leading destination for smart management thinking. Through its flagship magazine, 12 international licensed editions, books from Harvard Business Review Press, and digital content and tools published on HBR.org, Harvard Business Review provides professionals around the world with rigorous insights and best practices to lead themselves and their organizations more effectively and to make a positive impact.

In this Audiobook

  • Chapter 1 - Closing the Chasm Between Strategy and Execution By Doug Sundheim
  • Chapter 2 - What Is Execution, Exactly? By Ken Favaro
  • Chapter 3 - Why Strategy Execution Unravels—and What to Do About It By Donald Sull, Rebecca Homkes, And Charles Sull
  • Chapter 4 - Eight Questions to Ask About Your Company’s Strategy By Paul Leinwand And Matthias Bäumler
  • Chapter 5 - Does Your Strategy Have a Spine? By Rita Mcgrath
  • Chapter 6 - What You Lose with Your New Strategy By Natalia Weisz And Roberto Vassolo
  • Chapter 7 - How Aligned Is Your Organization? By Jonathan Trevor And Barry Varcoe
  • Chapter 8 - Design Your Organization to Match Your Strategy By Ron Carucci And Jarrod Shappell
  • Chapter 9 - Capitalizing on Your Capabilities By Dave Ulrich And Norm Smallwood
  • Chapter 10 - The Problem with Learning Is Unlearning By Mark Bonchek
  • Chapter 11 - How to Communicate Your Company’s Strategy Effectively By David Lancefield
  • Chapter 12 - Good Leadership Is About Communicating “Why” By Nancy Duarte
  • Chapter 13 - Be Aware of the Signals You’re Sending By Elsbeth Johnson
  • Chapter 14 - Strategy Briefing: An Example By Stephen Bungay
  • Chapter 15 - How to Prioritize Your Company’s Strategic Projects By Antonio Nieto-Rodriguez
  • Chapter 16 - Six Questions to Ask Before You Begin a Big Project By Antonio Nieto-Rodriguez And Whitney Johnson
  • Chapter 17 - Start Stopping Faster By Darrell Rigby, Sarah Elk, And Steve Berez
  • Chapter 18 - Don’t Let Metrics Undermine Your Business By Michael Harris And Bill Tayler
  • Chapter 19 - The Two Types of Performance You Should Be Tracking By Lindsay Mcgregor And Neel Doshi
  • Chapter 20 - Making Silos Work for Your Organization By Herman Vantrappen And Frederic Wirtz
  • Chapter 21 - How to Permanently Resolve Cross-Departmental Rivalries By Ron Carucci
  • Chapter 22 - When Shifting Strategy, Don’t Lose Sight of Your Long-Term Vision By Ron Ashkenas
  • Chapter 23 - How to Adapt Your Strategy When Crisis Hits By Michael Wade, Amit Joshi, And Elizabeth A. Teracino