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Execution, The Disciple of Getting Things Done (精装)
by Larry Bossidy, Ram Charan, Charles Burck
| Category:
Execution, Leadership, Management |
| Market price: ¥ 298.00
MSL price:
¥ 238.00
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| Stock:
In Stock |
MSL rating:
 Good for Gifts |
| MSL Pointer Review:
You know you can never emphasize enough the importance of execution. So why not listen to those tough get-done guys such as Bossidy and Welch? |
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AllReviews |
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Kirk Peterson, USA
<2006-12-21 00:00>
Both authors have had long careers involving the executive management of large companies. This book strongly reflects that involvement, and many points are directly pertinent to the world of big business. But the book can still have value for those not of that world, even for a person in his own individual life.
The title itself is a good summary of the contents. The authors have seen many high-level executives who intellectualize well and develop terrific concepts. But, of course, that is never enough for the real world of business. For success, great concepts need to result in action and results, and these authors describe how that can be done.
Their style of writing reflects their can-do attitude. No frills or embellishments here. When they finish a sentence and it accomplishes what it is supposed to, that is an end of it. They show little concern for literary style. Not once did I savor a sentence or even a string of words for its aesthetic qualities. This book is all down to brass tacks. But, as the book progresses, some pages seem hastily thrown together. Real-life letters written for a specific context have been truncated and modified for inclusion here. But these letters are not specific enough, and I often found myself not understanding the situations and the ultimate points supposedly being made (although admittedly more specificity would have been too much). Sometimes background is reduced to a term like situation B, a term that a lazy schoolboy might use. I found myself scanning quickly through several pages at a time, because their substantive content did not warrant any closer reading.
One thing that concerned me was how they advocate molding people. People are no doubt important in creating a successful company, and not surprisingly the authors strongly recommend coaching and developing the company's people. My concern is that such molding does not make these people better in their own right-probably the opposite occurs. The company's people might indeed improve themselves in such a way that gives their companies and themselves more success--but at a significant cost of other aspects of their lives. This molding process might even explain why some business executives feel that they have sold their souls.
But, overall, this book is worth reading (although a general reader could easily skip the last 100 pages or so). |
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J. Miller, USA
<2006-12-21 00:00>
This book is absolutely painful to read. Execution is an elementary managerial guidebook - basically Management 101.
The book is light on real, substantive content. Experienced managers (like those so often used as examples in the book) will fall asleep reading this book. The crux of the book is that good leaders should know their people, insist on realism, set clear goals, follow through, reward the doers, expand people's capabilities, know yourself, and be personally involved in hiring your managers. Duh!
There are several letters used as examples of in-depth analysis, careful evaluation, meticulous due diligence, and deep personal involvement in the operating plan development. I personally felt that the letters (like the letter used on pages 255 to 257) demonstrated that only a superficial and cursory analysis of the operating plan had been performed.
The only possible addition to the world of leadership science is the repeated recommendation (throughout the entire 265 pages) for implementing Six Sigma and digitization into organizations. Six Sigma is an excellent quality management program. I highly recommend using Six Sigma, but this is not necessarily new to the world of management.
I personally felt that the authors wrote this book not so much for the purposes of adding something truly relevant to the business world, but for self gratification and personal agrandizement. They share personal example after personal example of wins and successes leaving one to wonder, "why have I never heard about these guys? They must walk on water!" I have heard about Jack Welch, their mentor, - perhaps because he also suffers from a healthy self-promoting ego structure.
I believe success also usually masks the personal failures - something almost completely absent from the book except in the examples of others. I think sharing a few of their personal failures would have given the book a level of authenticity. Moreover, the personal trials and failures would be meaningful for learning purposes.
The writing style used in Execution alternates between third person, first person (Larry), first person (Ram), and even an interviewing style. I went crazy with the style issues. Most of the time I was just trying to remember or figure out who was writing/talking/speaking. I am surprised that this book made it through editing.
Execution is filled with redundancy and repetitive comments driving the reader crazy. I read the entire 265 pages thinking maybe the gem or nugget of information is saved for later in the book. Unfortunately, all that is contained in the latter pages is repetitive content and more personal agrandizement.
I would never compare this book to Good to Great - as many reviewers have done. Good to Great is quite honestly good - it relies on data, facts, and research. In fact, General Electric (their oft cited example of a role model company) missed being included in the Good to Great companies list. GE stock outperformed the market by about 2.8 times during the period between 1985 and 2000 while the average Good to Great company outperformed the market by 6.9 times (more than double the performance of GE). General Electric was good, but not great.
This book is half baked, poorly written, and content light. There are a number of half finished stories and examples to demonstrate various points throughout the book. For example, Larry Bossidy shares an example of advice given to his son in preparation for his first planning session as a Vice President at GE Capital on page 208 (making me wonder about nepotism policies at GE). The story shares the fatherly advice, but never conveys the resolution of the story or how things turned out. This happens repeatedly throughout the book. It leaves the reader wondering "what happened?"
I can only give this book 1 star. I sincerely hope someone else will write on this subject. Execution is invaluable in today's business climate.
(A negative review. MSL remarks.)
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