Making Strategy Work Building Sustainable Growth Capability

by Galpin, Timothy J.

• ISBN13: 9780787910013
• ISBN10: 0787910015
• Edition: 1st
• Format: Hardcover
• Copyright: 1997-10-21
• Publisher: Jossey-Bass

Summary

The next-step book for managers who are charged with implementing their company?s strategies. In this hands-on book, Timothy J. Galpin outlines the steps managers need to take so they can confidently implement corporate strategy within their departments and divisions and throughout their organizations. The author bridges the gap that so often exists between strategy and action, and offers the tools managers need to translate plans into results-oriented strategic change. In addition, this practical book outlines the foundations of strategic planning, presents a conceptual model for making corporate strategy work, and shows how to apply a project perspective to strategy.

Author Biography

TIMOTHY J. GALPIN is currently the practice leader for human resource strategy at Watson Wyatt Worldwide in Dallas, Texas. He began his professional career after earning a Ph.D. degree in organization development at U.C.L.A. and has since amassed extensive experience in both industry and consulting in North and South America and in Europe. Galpin is the author of The Human Side of Change (Jossey-Bass, 1996) and his work has also appeared in a number of periodical publications, including HR Magazine, Training and Development, Mergers and Acquisitions, the Journal of Business Strategy, and Employment Relations Today.

Table of Contents

Foreword	xi	(4)
Walter R. Young
Preface	xv	(6)
The Author	xxi
Part One: From Strategic Planning to Sustainable Growth: The Making Strategy Work Model	3	(42)
1. Strategy: Easier Set Than Done	3	(22)
Strategic Trends
The Impact of Strategy Setting on Implementation
Traditional Implementation Approaches Do Not Work
The Making Strategy Work Model
Conclusion
2. Strategy Implementation: A Pattern Emerges	25	(20)
Utilizing the Influence Systems
Applying Integrated Sets of Influence Systems
The Results Speak for Themselves
Conclusion
Part Two: Realignment and Implementation: A Project Approach	45	(100)
3. Getting Organized and Establishing the Project	45	(20)
Project Flow: Six Stages
Project Management
Project Structure
Project Tasks
Project Tracking
Conclusion
4. Clarifying the Business Strategy	65	(8)
The Strategy Clarification Team
The Strategy Clarification Process
Implications of Growth Strategies
Conclusion
5. Determining the Necessary Competencies and Behaviors	73	(10)
Focusing on Behaviors in Strategy Implementation
The Concept of Competencies
Company-Wide Core Competencies
Tiered Competencies
Conclusion
6. Redesigning the Influence Systems	83	(12)
Assessing the Influence Systems
Setting Organizational Alignment Priorities
Alignment Task Forces
Conclusion
7. Comparing Yourself to Others	95	(12)
Benchmarking or Best Practices?
The Basic Steps of Benchmarking and Best Practices
Avoiding Benchmarking and Best Practices Pitfalls
Alternative Sources of Information
Conclusion
8. Developing Redesign Recommendations and Implementing the Redesigned Influence Systems	107	(22)
Developing the Redesign Recommendations
Implementing the Redesigned Influence Systems
Conclusion
9. Measuring the Impact and Refining the Process	129	(8)
Value Versus Efficiency
Beyond Employee Satisfaction
Building Accountability
Course Corrections
Conclusion
10. Putting It All Together	137	(8)
Can We Start in the Middle?
It Won't Happen Overnight
Bigger Is Not Better
Common Mistakes
Key Success Factors
Conclusion
Appendix A: Advisory Team Guidebook	145	(10)
Appendix B: Core Team Guidebook	155	(30)
Appendix C: Alignment Task Forces Guidebook	185	(28)
Appendix D: Current Strategy Implementation Research	213	(6)
Glossary of Terms	219	(2)
References	221	(4)
Index	225