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A class presentation Done be me Rana Touseef and My Group


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  3. 3. Execution Team … 1. Anas Rehman 2. Salman Baig 3. Syed Muhammad Sarfraz 4. Tauseef Ahmed 3
  4. 4. Table of Contents…1. Why Execution is Needed2. Three building blocks of execution3. The Three Core processes of Execution4. Questions & Answer 4
  5. 5. Why Execution is Needed 5
  6. 6. Why Execution is Needed Execution is a discipline, and integral part to strategy - No worthwhile strategy can be planned without taking it into account the organization’s ability to execute it Execution is the major job of the business leader - Execution requires a comprehensive understanding of a business, its people and its environment and the leader is only person in a position to achieve that understanding Execution must be a core element of an organization’s culture - Execution has to be embedded in the reward systems and in the norms of behavior that everyone practices. 6
  7. 7. So…Three building blocks of execution 7
  8. 8. So…Three building blocks of execution❶Building Block One:: The Leader’s Seven Essential Behaviors❷Building Block Two: Creating Execution Culture❸Building Block Three: The Job No Leader Should Delegate – Havingthe Right People in the Right Place 8
  9. 9. Building Block One:The Leader’s SevenEssential Behaviors 1. Know Your People and Business 2. Insist on Realism 3. Set Clear Goals and Priorities 4. Follow Through 5. Reward the Doers 6. Expand People’s Capabilities via Coaching 7. Know Yourself 9
  10. 10. Building Block Two: Creating ExecutionThe basic premise is simple: Culture Culturechange gets real when your aim isexecution.You don’t need a lot of complex theory oremployee surveys to use this approach.You just need to change people’s behaviorso that they produce results.First, you tell people clearly ;what results you’re looking for.Then discuss how to get those results, as akey element of the coaching process. 10
  11. 11. Building Block Two: Creating Execution CultureThen you reward people for producing the results.If they come up short, you provide additionalcoaching, withdraw rewards, give other jobs, or letthem go.When you do these things consistently, youcreate a culture of getting things done! 11
  12. 12. Building Block Three: TheJob No Leader ShouldDelegate – Having theRight People in the RightPlace Why the Right People Aren’t in the Right Jobs? 12
  13. 13. • ①Lack of knowledge: The leaders may not know enough about the people they’re appointing.• ②Lack of courage: The leaders may not have the courage to discriminate strong and weak performers and take the necessary actions.• ③The psychological comfort factor: The leaders may pick people with whom they’re comfortable (psychological comfort), rather than others who have better skills for the job 13
  14. 14. The execution- oriented leaderdevoted an inordinate amount of time and emotional energy to hiring, providing the right experiences for, and developing leaders. 14
  15. 15. Hence…Three Core processes of Execution 15
  16. 16. Hence…Three core processes of execution❶Strategy Process::❷People Process:❸Operational Process: 16
  17. 17. Strategy ProcessDefines where a business wants to go 17
  18. 18. People Process Defines who’s going to get it there 18
  19. 19. OperationProcess provides the path for those people. 19
  20. 20. About the Book• The Gap knows Nobody• Execution Comes of Age• Execution is a Discipline• Execution is the job of a Business Leader• Execution has to be done in the culture• Why don’t People Get it• The Buliding blocks of Execution: – Know your people and your business. – Insist of realism. – Set clear goals and priorities. – Follow through. – Reward the doers. – Expand people’s capabilities. – Know yourself.
  21. 21. About the Authors• Mr. Larry Bosidy – Most acclaimed C.E.O – CEO of the year in 1998 by Chief Executive magazine – 31 consecutive quarters of earnings-per-share growth of 13 percent or more – Long career with General Electric – Transformed AlliedSignal into one of the worlds most admired companies• Mr. Ram Charan – A highly sought after business advisor and speaker famous among senior executives – Known for his uncanny ability to solve their toughest business problems. – For more than thirty-five years, Dr. Charan has worked behind the scenes with top executives at some of the worlds most successful companies, including • GE • Verizon • Novartis • Dupont • Thomson Corporation • Honeywell • KLM, Bank of America • MeadWestvaco.
  22. 22. Book Reviews• "Execution was a bestseller and deserved to be." —Fortune• "Sound, practical advice on how to make things happen." —Ralph S. Larsen, chairman and CEO, Johnson & Johnson• "A great practitioner and an insightful theorist join forces to write a compelling business story of how to get it done." —Jack Welch• "If you want to be a CEO — or if you are a CEO and want to keep your job — read Execution and put its principles to work." —Michael Dell, chairman and CEO, Dell Computer Corp.• "Captures a lifetime of building winning formulas and puts them in a simple, practical context for executives at any level." —Ivan Seidenberg, president and CEO, Verizon
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  24. 24. Source of Reference:Larry Bossidy and Ram Charan, Execution : The Discipline of GettingThings Done, Crown Business Publication 24