Implementation

The main quality of this book is the disciplined manner in which it describes its strategic execution methodology. A strategy = a set of initiatives. An initiative = a certain number of projects. A project = an executive sponsor + a project leader + a team. A dedicated body verifies the proper deployment of every project, etc. Although this somewhat tight-collared description is not necessarily adapted to every situation and every company, it has the merit of putting some order and clarity in a domain that often sorely needs it.
The first chapter offers a general overview of the messages in the book. The authors then strongly underline the need to restrict the number of strategic projects, and consequently, to establish a realistic estimation of the company’s ability to execute. These topics are developed in chapters 2 and 3, which constitute the high points of the book. In chapter 8, you will also find valuable advice on a topic that is rarely evoked, i.e. how to measure the efficiency of strategic execution.