The Execution Challenge

Autorentext

BRIAN H. CAMERON is the Associate Dean for Professional Graduate Programs and Executive Education in the Smeal College of Business at the Pennsylvania State University. He is also a Clinical Professor of Information Systems in the Smeal College of Business and a Senior Consultant with Cutter Consortium's Business & Enterprise Architecture practice. Dr.?Cameron has consulted with a wide variety of organizations from around the globe in areas related to strategy execution, strategic business architecture, and strategic value measurement. He currently teaches graduate and executive level courses on strategic business architecture and strategy execution and has published many related professional articles. Dr. Cameron's current research focus is effective value measurement for strategic business architecture. He has received several awards for his work at the Smeal College of Business. WHYNDE KUEHN is recognized globally as a highly sought-after pioneer, thought leader, and educator in strategy execution, transformation, and strategic business architecture. She has consulted with an extensive array of organizations to build their capacity for end-to-end strategy execution, including Fortune 500 and global enterprises, governmental and nonprofit organizations, social enterprises, startups, and cross-sector initiatives. With vast experience in enterprise transformation and strategic planning, including leading large-scale transformations and teams, she has a distinguished track record of creating successful strategic business architecture practices worldwide. As a long-time educator and community builder, Whynde has also helped countless individuals develop their careers and taught executives and practitioners around the world.

Klappentext
Praise for The Execution Challenge "Many well-formulated strategies fall apart without strong organizational buy-in and the transformation of ideas into action. This book provides a fresh approach into the 'how' of strategy with a focus on execution." --RICK MERLUZZI, Executive Vice Chairman, Metal Exchange Corporation "Too often companies have a disconnect between their strategy and their change investments, compromising their operating plan and financial performance. Cameron and Kuehn promote a well-researched, comprehensive, educational insight into the essential discipline of strategic business architecture that provides the red-thread between strategy and execution; ultimately helping organizations succeed in their chosen journey." --PETER ELSDON, Head of Strategic Transformation Planning, Strategy Office, A.P. Moller-Maersk "Cameron and Kuehn provide a practical, insightful, and invaluable guide, offering proven techniques to translate ambitious strategies into coordinated action and momentum. A must-read for executives, strategists, and business leaders who seek to bridge the gap between strategy and successful execution." --JESSICA SABA, PharmD, MMGT, BCGP, Director, Business and Operation Strategy Realization, Highmark Health "In The Execution Challenge, Cameron and Kuehn provide an indispensable guide for how to link strategy with the organization's capabilities to deliver it through the entire value chain. This book is a must-read for business leaders, strategic planners, and managers at all levels who must lead their teams and organization through change." --BRAD SMITH, Vice President, Portfolio Management, Innovation and Insights, CJ Schwan's "This book provides a comprehensive approach to strategy execution that links the project execution layer with business strategy and keeps them aligned as organizations evolve in today's dynamic landscape. The Execution Challenge should be considered as part of every graduate business curriculum and is a must-read for business leaders of today and tomorrow." --JEFF BIEGANEK, Executive Director, Graduate Business Curriculum Roundtable "Cameron and Kuehn help us bridge the gap between strategy formulation and execution -- how refreshing it is to have such an in-depth exploration of the 'how' of implementing strategy successfully!" --DAVID L. DINWOODIE, Center for Creative Leadership; co-author of Becoming a Strategic Leader: Your Role in Your Organization's Enduring Success

Zusammenfassung
An expert playbook for effective strategy execution with a focus on proven, real-world, implementation In The Execution Challenge: Delivering Great Strategy at Scale, a team of renowned strategy execution researchers and consultants delivers a practical and insightful new take on how to effectively execute strategy in today's complex, fast-changing environments. The authors focus on the often missing "HOW" of strategy execution -- exploring the holistic perspectives, skills, and approaches needed to inform and translate strategy and create and maintain a "line-of-sight" between your strategy and its execution. You'll find proven techniques that you can implement to ensure that changes in business strategy are reflected in complementary changes to the organizational project portfolio. You'll also discover: * A comprehensive leadership toolkit of approaches, skills, knowledge, processes, and examples you can employ immediately to translate and execute on even the most ambitious strategies * A multidimensional and nuanced perspective on understanding modern organizational structures and design that provides a comprehensive view of your firm's value proposition * How to align business strategy with project-level execution and maintain the alignment as strategy evolves A can't-miss toolkit for converting words and ideas into coordinated action and momentum, The Execution Challenge is the real-world guide to strategy execution that executives, strategists, transformation and innovation leaders, strategic planners, managers, directors, entrepreneurs, and other business leaders have been waiting for.

Inhalt

Foreword xxvii

Preface xxix

Introduction 1

Chapter 1: Strategy Development, Alignment, and Execution 5

Chapter 2: The Role of Strategic Business Architecture in Strategy Development and Execution 47

Chapter 3: The Strategic Business Architecture Toolkit 89

Chapter 4: Leveraging a Capability Perspective for Strategy Translation and Alignment 147

Chapter 5: Strategic Portfolio Management and Effective Strategy Execution 191

Chapter 6: Linking Strategic Business Architecture with Other Architectural Domains and Other Business Functions and Disciplines 225

Chapter 7: Building the Strategic Business Architecture Function and Integration with Strategic Planning 265

Chapter 8: Scaling and Maturing the Strategic Business Architecture Function 299

Chapter 9: Strategy Execution Trends and the Application of Strategic Business Architecture 339

Endnotes 355

Acknowledgments 361

About the Authors 363

Index 367