It's Not What You Say... It's What You Do

Starting from the principle, corroborated by several studies, that a large part of decisions made by companies have only a limited impact on the way people work and that employees often have only a very vague idea of the strategy they are supposed to apply, this book proposes to provide the keys to resolve this problem. Don’t expect any earth-shattering revelations, but a multitude of practical and realistic recommendations that will help you shake your employees out of their routine and inertia.
Among the messages that deserve special attention, we could mention the need for managers to disillusion themselves about the power of their words and to face reality (chapter 3), the utility of appointing ""champions"" responsible for implementing the strategy in the field (chapter 6), and the need to deploy specific tactics to surmount the opposition that inevitably disturbs strategic execution (chapter 7). The concern for aligning individual objectives with those of the company, which is threaded throughout the book, is specifically covered in chapters 5, 10 and 11, with the enlightening example of Ikea.