1. EXECUTION
THE DISCIPLINE OF GETTING THINGS DONE
By
LARRY
BOSSIDY
&
RAM CHARAN
Presentation By
Nupur Kaushik
Ex-MBA

2. About the Book
 A Valuable and Practical Management Guide for anyone who cares about
business.
 This book shows ‘How to get the Job Done and Deliver Results…’ whether
you are running an Entire Company or in your first management job.
About the Author
Larry Bossidy is one of the world’s most acclaimed CEOs, with a track record of
delivering results that has few peers. Ram Charan is a Legendary advisor to
Senior Executives and Board of Directors, with unparalleled insight into why
some companies are successful and others are not.
After a long, stellar career with GE , Larry Bossidy became CEO of Allied
Signal and transformed it into one of the World’s most admired company.
EXECUTION

3. Execution is the ability to turn what we know into what we do.
What is Execution
Causes of Failure/Success
Strategies most often fail because they are not executed well.
Execution is the reason , when Dell passed Compaq in 2001 as world’s
biggest seller of PC’s.
Execution is the major job of Business Leader.
Execution is a discipline, and integral to strategy.
EXECUTION
Michael Dell direct-sales and build to order approach was not just a
marketing tactic to bypass retailers,it was core of his business strategy .
Building to order, executing superbly and keeping a sharp eye on costs
that would give advantage

4. Execution is a
discipline.
Execution is a systematic process of rigorously discussing hows and whats,
questioning, tenaciously following through, and ensuring accountability.
The heart of execution lies in the three core processes:
- The People Process
- The Strategy Process
- The Operations Process
Execution is the Job of Business Leader
Execution requires a comprehensive understanding of business, its people and
its environment. The leader is only in the position to achieve that
understanding. Only the leader can make execution happen, through his or her
deep personal involvement in the substance and even details of execution.
Execution has to be Culture
Execution has to be embedded in the reward systems and in the
norms of behavior that everyone practices.
EXECUTION

5. NEED OF
EXECUTION
Everybody talks about change.
Without Execution , the breakthrough thinking breaks down, learning
adds no value, people do not meet their stretch goals, and revolution
stops dead in its tracks
Eg.
GE CEO is asking his people how they can use technology to differentiate
their way to the next level and command better price , margins and
revenue growth.
This is an execution approach to change.
EXECUTION

6. • Y E A R 2 0 0 0 - 4 0 C E O S O F T O P 2 0 0 C O M P A N I E S O N F O R T U N E
5 0 0 L I S T W E R E F I R E D
• 5 4 O F F - 5 0 0 L O S T A C O M B I N E S $ 1 1 5 B N I N 2 0 0 7 , A N
A M O U N T E Q U I V A L E N T T O T H E E N T I R E R E V E N U E O F M O R E
T H A N 2 0 F - 5 0 0 C O M P A N I E S
• O F T H E F - 5 0 0 L I S T O F 1 9 5 5 ( W H E N I T S T A R T E D ) , O N L Y 7 1
H E L D A P L A C E A S O F 2 0 0 8 .
• S O M E O F T H O S E W H I C H H A V E E N D U R E D - P & G ( S I N C E
1 8 3 7 ) ; J O H N S O N & J O H N S O N ( F R O M 1 8 8 6 ) …
EXECUTION DOES NOT COMES
EASILY
EXECUTION

7. The discipline of execution is based on the set of building blocks that
every leader must use to design , install, and operate effectively and the
three core processes rigorously and consistently.
 The essential behavior of Leader
 An operational definition of the framework of the culture change.
 Getting the Right People at the Right Place
EXECUTION

8. Leader’s Seven Essential Behaviors
 Know your people and your business
 Insist on realism
 Set Clear Goals and priorities
 Follow through
 Reward the doers
 Expand People Capabilities
 Know Yourself
 Authenticity
 Self Awareness
 Self Mastery
 Humility
BUILDING BLOCK ONE
EXECUTION

9. BUILDING BLOCK TWO:
EXECUTION
Creating the Framework for Cultural Change
• People Beliefs and Behaviors
• Strategy or Structure Change
Coaching, Rewards, Assigning proper Job .
Cultural Change gets real when your aim is execution
• Operationalizing Culture
• Linking Rewards to Performance
• The Social Software of Execution
• Robust Dialog between people and
Leader
The culture of company is the behavior of its leaders.

10. EXECUTION
Having the Right People in the Right
Place
BUILDING BLOCK THREE
An organisation Human Beings are its most reliable resources for generating
excellent results.
Their judgements, experiences, and capabilities make the difference between
success and failures.
If you look at any business that’s consistently successful, the leaders focus
intensely and relentlessly on people selection.
Dell ultimately out competed Compaq, a far bigger company, because Michael
Dell took great pains to have right people in the right jobs- people who
understood how to execute his model superbly.
Example
Nokia a minor player in the cell phone industry early in the 1990s, became the
global leader because of its people.

11. LARRY quoted ‘ When I joined Allied Signal , I found out our
management team is not par with our competitors’.
He visited company’s plant , meet the managers and get a feel for their indiviual
capabilities.
Why the Right People are not in the right
place
• The leaders may not know enough about the people they are
appointing.
• The leaders may pick up people with whom they are comfortable.
• The leaders may not have the courage to discriminate between
strong and weak performers .
• The leaders lack commitment.
EXECUTION
Developing Leaders begins with interviewing and assessing
candidates
The first thing to look for energy and enthusiasm for execution.
Does the candidate excited by doing things, as opposed to talking
about them?

12. • The Building Blocks are the foundation for the three key processes of the
execution.
• If you have a leaders with right behavior, a culture that rewards
execution, and a consistent system for getting the right people in the
right jobs, the foundation is in place for operating and managing each of
the core process effectively.
EXECUTION

13. THE PEOPLE PROCESS
MAKING THE LINK WITH STRATEGY AND
OPERATIONS
IT’S THE PEOPLE OF THE BUSINESS who make judgments, create
strategies an translate into operational strategies .
A Robust people process provides powerful framework .
It is based following building blocks :
• Linkage to strategic plans and its near, medium and long
term milestones and operating plan target , including
financial targets.
• Developing leadership pipeline through continuous
improvement.
• Deciding what to do about nonperformers.
• Transforming the mission and operations of HR.
EXECUTION

14. THE STRATEGY
PROCESS
MAKING THE LINK WITH PEOPLE AND OPERATIONS
BUILDING THE STRATEGIC PLAN
• Strategy at the business unit level.
• Strategy at the corporate level.
Eg: GE exited the aerospace business when the Reagan Presidency
ended, anticipating the relative decline in defense expenditure and a
fast consolidation of the industry.
EXECUTION

15. A strong strategic plan address following questions:
• What is the assessment of External Environment?
• How well do you understand existing customers and markets?
• What is the best way to grow the business profitability and what are the
obstacles to the growth?
• Who is the Competition?
• Can the business execute the strategy?
• Are the short term and long term balanced?
• What are the important milestones for executing the plan?
• What are the critical issues facing the business?
• How will the business make the business in sustainable basis?
EXECUTION

16. EXECUTION
THE OPERATIONS
PROCESS
MAKING THE LINK WITH STRATEGY AND PEOPLE
What happens if an important customer changes his plans in a big way ?
A Operating plan includes programs your business is going to complete within
one year to reach a desired levels of such objectives as earnings, sales,
margins and cash flows.
Building the Budget
The Synchronization
Setting realistic goals
Building the Operating Plan
Make Trade Offs
Companies make Contigency plans on the basis of
Monthly/Quarterly Reviews

17.  As a leader, your ability to execute will enable you to turn strategic aspirations
into actions, desires into results, and desired futures into present reality.
 Leaders who execute connect the present to the future, focus on linking the
short term to the long term, manage their time, engage others, and ensure
accountability and consequences for delivering on time.
 These leaders accept responsibility for what needs to happen, do what needs to
be done, and develop a convincing track record of delivering results.
ABSTRACT
EXECUTION

18. “ I T D O E S N O T M A T T E R W H A T L E N S W E L O O K T H R O U G H - T H E
L E N S O F T H O S E T H A T G O F R O M G O O D T O G R E A T , T H E L E N S
O F Z E R O T O G R E A T I N E X C I T I N G I N D U S T R I E S O R T H E L E N S
O F T H O S E T H A T P R E V A I L I N A D V E R S I T Y A N D L A S T 1 0 0
Y E A R S - O N E L E S S O N S T A N D S O U T ; W H E T H E R Y O U P R E V A I L
O R F A I L , E N D U R E O R D I E - W H E T H E R Y O U M A K E I T O N T O T H E
F O R T U N E 5 0 0 A N D W H E T H E R Y O U S T A Y T H E R E - D E P E N D O N
W H A T Y O U D O T O Y O U R S E L F T H A N O N W H A T T H E W O R L D
D O E S T O Y O U . ”
J I M C O L L I N S , F O R T U N E 2 0 0 8
THE SECRET OF ENDURING GREATNESS
EXECUTION

19. Thank You
Presentation By
Nupur Kaushik