The book review summarizes James Collins' book "Good to Great". It discusses key concepts from the book like Level 5 Leadership, confronting brutal facts, the hedgehog concept, and creating a culture of discipline. The study identified 11 companies that went from good to great and compared them to peers. It found the transformation required rigorous people decisions and focusing first on the right leaders and team before vision or strategy. Great companies approached change like a heavy flywheel that builds momentum through consistent effort rather than sudden shifts in direction.
تُعد مرحلة الطفولة مرحلةً هامةً وحاسمةً في حياة الفرد، ففيها تنمو شخصيته وتتشكل وتبرز ملامحها في جميع جوانبها الجسمية والعقلية والوجدانية والخلقية، وفي هذه المرحلة؛ يتحدد بشكل كبير مدى السواء أو الاضطراب في شخصيته؛ إذ تعتبر الطفولة مرحلة محددة لما سيكون عليه الشخص في بقية المراحل. ومشكلات الطفولة متنوعة ومتعددة ويجب الوقوف عليها وعلى أسبابها وطرق علاجها؛ حتى يستفيد الآباء والمربون منها لتقويم سلوك أبنائهم، وتتعدد المشاكل السلوكية التي تواجه الطفل وفقًا لمجموعةٍ من العوامل التي من الممكن أن تكون عوامل جسدية أو عوامل نفسية أو عوامل أسرية داخل الأسرة أو مدرسية، وكل مشكلة من هذه المشاكل لها مجموعة مختلفة من الأسباب التي تجمعت معًا لتنتج هذه المشكلة. كل مشكلة من هذه المشاكل لها أسلوب وطرق معينة للتعامل معها ومع الطفل ليستطيع الأهل حلها. أحيانًا يلاحظ الأهل أن سلوك طفلهم قد تغير، وأن حالته النفسية أصبحت متقلبة، ولكنهم لا يعرفون إن كانت مجرد فترة وجيزة وسوف تنقضي تبعًا للمرحلة التي يمر بها، أم أنها تحتاج إلى استشارة طبيب معالج للطفل، خاصةً إذا كان هذا الطفل هو الأول لهم، وللتأكد من أنها مشكلة؛ لابد من علاجها نظرًا لأهمية الطفولة كحجر أساس لبناء شخصية الإنسان مستقبلًا، وبما أن لها دور كبير في توافق الإنسان في مرحلة المراهقة والرشد؛ فقد أدرك علماء الصحة النفسية أهمية دراسة مشكلات الطفل وعلاجها في سن مبكرة قبل أن تستفحل وتؤدي لانحرافات نفسية وضعف في الصحة النفسية في مراحل العمر.
Haiku Deck is a presentation platform that allows users to create Haiku-style slideshows. The document encourages the reader to get started creating their own Haiku Deck presentation on SlideShare by providing a link to do so. It aims to inspire the reader to try out Haiku Deck's unique presentation style.
Linda Bidlack of Linda K. Bidlack Coachin & Consulting, presented at Expo 2012. Her interactive session taught the important leadership skills and identified levels of resilience in leaders.
إن الاحترام شعور يُكتسب، ولا ينبغي على الإطلاق أن تطلبه ؛ فجميعنا يصدر أحكامه على القادة في ضوء أفعالهم وأقوالهم . يدرك المدراء مراقبة الجميع لهم أثناء قيامهم بمهامهم اليومية، كما يدركون أن النموذج الذي يمثلونه يحمل الكثير من التأثير، كما يحقق أفضل من تلك التي يحققها إسداء النصح للموظفين كلامياً، أو توبيخهم رسمياً، أو عن طريق أي شكل من أشكال التواصل .
ومن المثير للأسف أن المدراء يشعرون، حين يصلون إلى مستوى معين،بأنهم لم يعودوا بحاجة إلى الخضوع لنفس المعايير التي يتوقعونها من الخاضعين تحت إدارتهم، ويعتقدون في أغلب الأحيان أن مهمتهم تقتصر على إعلام الآخرين بما ينبغي عليهم القيام به –بغض النظر عما إن كانوا هم أسلوب العمل فقط، بل ومن خلال الملبس، والمظهر الخارجي، والطريقة التي يتواصل الأفراد من خلالها مع بعضهم البعض، وطريقة حفاظهم على الوقت،وعاداتهم، وربما الصحف التي يقرأونها– والقائمة التي لاتنتهي
The book review summarizes James Collins' book "Good to Great". It discusses key concepts from the book like Level 5 Leadership, confronting brutal facts, the hedgehog concept, and creating a culture of discipline. The study identified 11 companies that went from good to great and compared them to peers. It found the transformation required rigorous people decisions and focusing first on the right leaders and team before vision or strategy. Great companies approached change like a heavy flywheel that builds momentum through consistent effort rather than sudden shifts in direction.
تُعد مرحلة الطفولة مرحلةً هامةً وحاسمةً في حياة الفرد، ففيها تنمو شخصيته وتتشكل وتبرز ملامحها في جميع جوانبها الجسمية والعقلية والوجدانية والخلقية، وفي هذه المرحلة؛ يتحدد بشكل كبير مدى السواء أو الاضطراب في شخصيته؛ إذ تعتبر الطفولة مرحلة محددة لما سيكون عليه الشخص في بقية المراحل. ومشكلات الطفولة متنوعة ومتعددة ويجب الوقوف عليها وعلى أسبابها وطرق علاجها؛ حتى يستفيد الآباء والمربون منها لتقويم سلوك أبنائهم، وتتعدد المشاكل السلوكية التي تواجه الطفل وفقًا لمجموعةٍ من العوامل التي من الممكن أن تكون عوامل جسدية أو عوامل نفسية أو عوامل أسرية داخل الأسرة أو مدرسية، وكل مشكلة من هذه المشاكل لها مجموعة مختلفة من الأسباب التي تجمعت معًا لتنتج هذه المشكلة. كل مشكلة من هذه المشاكل لها أسلوب وطرق معينة للتعامل معها ومع الطفل ليستطيع الأهل حلها. أحيانًا يلاحظ الأهل أن سلوك طفلهم قد تغير، وأن حالته النفسية أصبحت متقلبة، ولكنهم لا يعرفون إن كانت مجرد فترة وجيزة وسوف تنقضي تبعًا للمرحلة التي يمر بها، أم أنها تحتاج إلى استشارة طبيب معالج للطفل، خاصةً إذا كان هذا الطفل هو الأول لهم، وللتأكد من أنها مشكلة؛ لابد من علاجها نظرًا لأهمية الطفولة كحجر أساس لبناء شخصية الإنسان مستقبلًا، وبما أن لها دور كبير في توافق الإنسان في مرحلة المراهقة والرشد؛ فقد أدرك علماء الصحة النفسية أهمية دراسة مشكلات الطفل وعلاجها في سن مبكرة قبل أن تستفحل وتؤدي لانحرافات نفسية وضعف في الصحة النفسية في مراحل العمر.
Haiku Deck is a presentation platform that allows users to create Haiku-style slideshows. The document encourages the reader to get started creating their own Haiku Deck presentation on SlideShare by providing a link to do so. It aims to inspire the reader to try out Haiku Deck's unique presentation style.
Linda Bidlack of Linda K. Bidlack Coachin & Consulting, presented at Expo 2012. Her interactive session taught the important leadership skills and identified levels of resilience in leaders.
إن الاحترام شعور يُكتسب، ولا ينبغي على الإطلاق أن تطلبه ؛ فجميعنا يصدر أحكامه على القادة في ضوء أفعالهم وأقوالهم . يدرك المدراء مراقبة الجميع لهم أثناء قيامهم بمهامهم اليومية، كما يدركون أن النموذج الذي يمثلونه يحمل الكثير من التأثير، كما يحقق أفضل من تلك التي يحققها إسداء النصح للموظفين كلامياً، أو توبيخهم رسمياً، أو عن طريق أي شكل من أشكال التواصل .
ومن المثير للأسف أن المدراء يشعرون، حين يصلون إلى مستوى معين،بأنهم لم يعودوا بحاجة إلى الخضوع لنفس المعايير التي يتوقعونها من الخاضعين تحت إدارتهم، ويعتقدون في أغلب الأحيان أن مهمتهم تقتصر على إعلام الآخرين بما ينبغي عليهم القيام به –بغض النظر عما إن كانوا هم أسلوب العمل فقط، بل ومن خلال الملبس، والمظهر الخارجي، والطريقة التي يتواصل الأفراد من خلالها مع بعضهم البعض، وطريقة حفاظهم على الوقت،وعاداتهم، وربما الصحف التي يقرأونها– والقائمة التي لاتنتهي
Agile and Beyond 2017 Presentation on Tuckman's Theory of Team Development. This theory was based on non-scientifically gathered surveys and has never been empirically proven despite dozens of scientific attempts. This talk covers why stable teams may have been a good thing and why we want to consider dynamic teams as we face new challenges.
Our Iceberg Is Melting - Changing and Succeeding Under Any ConditionsSamuli Pahkala
1. The document outlines Kotter and Rathgeber's 8-step process for successful organizational change which includes creating a sense of urgency, forming a guiding team, developing a vision and strategy, communicating the vision, empowering others to act, creating short-term wins, building on initial successes, and integrating changes into the organizational culture.
2. It provides examples for each step such as screening presentations to help others see the need for change and removing barriers so those who want to implement the vision can do so.
3. The overall message is that following this 8-step process can help organizations successfully implement changes and adapt to new conditions.
Buku ini membahas tentang penjelasan makna Surat Al-Fatihah dan meredakan penyimpangan-penyimpangan dalam aqidah dan ibadah yang terkait dengan surat pembuka Al-Qur'an tersebut. Buku ini menguraikan arti-arti kalimat dalam surat Al-Fatihah beserta dalil-dalilnya dari Al-Qur'an dan Hadis. Penulis berusaha memperjelas makna asli surat Al-Fatihah dan membetulkan penafsiran-
تُعدّ دراسة الشخصيات من الموضوعات التي اهتمت بها العلوم القديمة والحديثة، كعلم النفس، وبالرغم من تعدد الحضارات، والثقافات، والديانات، والعادات، وأساليب التنشئة الأسرية؛ إلّا أنّ هناك ملامح عامةً تحدّد نمط الشخصية، وهي على ارتباطٍ وثيقٍ بجميع مراحل الإنسان الحياتية، فالشخصية هي نتاج تجارب، ومواقف، وأحداثٍ، وتصرفاتٍ عدة تبلورت عبر فترةٍ زمنيةٍ لتشكّل شخصية الفرد، ولكلّ منها أساليب وطرق فعّالة للتعامل معها. ولكل فرد شخصية ونمط مختلف عن غيره، ولكلٍ منهم أسلوبه في التعامل مع الآخرين، فهذا يبتعد عن مواجهة الآخرين خوفًا من الانتقادات المتوقعة،وهذا يستعطف الآخرين بالمبالغة في إظهار المعاناة، وهذا يلقي بأخطائه على الآخرين ...إلخ.
وقد تحدث مشكلة من أحد الأفراد أو سلوكًا غريبًا، فنستغرب هذه التصرفات وربما نتعامل معها بأسلوبٍ خاطئ، فيوجد لكل الشخصيات أنماط وصفات، ولابد من التعرف على كافة الأنماط ومعرفة كيفية التعامل معها. تتحدّد الأنماط الشخصيّة بشكلٍ أساسي تبعًا للسلوكيّات التي يقوم بها الأفراد إلى جانب مجموعة الأفكار والعواطف التي يُظهرونها، والتي تُتيح الفرصة للقدرة على فهم سلوكيّاتهم والتنبّؤ بالسّلوكيات المُستقبليّة لهم، ومن جهةٍ أخرى؛ فإن الأنماط الشخصيّة قد تكون نتيجةً لتأثير مجموعة من العوامل منها العامل الجيني للفرد، أو تتأثّر بشكلٍ ما بطريقة تنشئة وتربية الأهل لأبنائهم، دون الإغفال عن أثر البيئة المُحيطة بالفرد في ذلك، أو الثّقافة الّتي يتربّى عليها، ولذلك كانت هناك حاجة ماسّة لعمل هذا البرنامج لمعرفة أنماط الشخصية وكيفية التعامل معها.
Do you understand constraints?
The goal of every "for profit" business needs to be "make money now, and more in the future" according to Dr. Eli Goldratt.
The document discusses entrepreneurship and skills needed for entrepreneurial leadership. It outlines the objectives of understanding entrepreneurship in high-tech industries, dispelling myths, and learning 21st century leadership skills. Key skills discussed include creativity, strategy, comfort with change, teamwork, communication, and basics of finance. Examples are given of successful UBC alumni entrepreneurs and technology adoption lifecycles are examined.
Agile and Beyond 2017 Presentation on Tuckman's Theory of Team Development. This theory was based on non-scientifically gathered surveys and has never been empirically proven despite dozens of scientific attempts. This talk covers why stable teams may have been a good thing and why we want to consider dynamic teams as we face new challenges.
Our Iceberg Is Melting - Changing and Succeeding Under Any ConditionsSamuli Pahkala
1. The document outlines Kotter and Rathgeber's 8-step process for successful organizational change which includes creating a sense of urgency, forming a guiding team, developing a vision and strategy, communicating the vision, empowering others to act, creating short-term wins, building on initial successes, and integrating changes into the organizational culture.
2. It provides examples for each step such as screening presentations to help others see the need for change and removing barriers so those who want to implement the vision can do so.
3. The overall message is that following this 8-step process can help organizations successfully implement changes and adapt to new conditions.
Buku ini membahas tentang penjelasan makna Surat Al-Fatihah dan meredakan penyimpangan-penyimpangan dalam aqidah dan ibadah yang terkait dengan surat pembuka Al-Qur'an tersebut. Buku ini menguraikan arti-arti kalimat dalam surat Al-Fatihah beserta dalil-dalilnya dari Al-Qur'an dan Hadis. Penulis berusaha memperjelas makna asli surat Al-Fatihah dan membetulkan penafsiran-
تُعدّ دراسة الشخصيات من الموضوعات التي اهتمت بها العلوم القديمة والحديثة، كعلم النفس، وبالرغم من تعدد الحضارات، والثقافات، والديانات، والعادات، وأساليب التنشئة الأسرية؛ إلّا أنّ هناك ملامح عامةً تحدّد نمط الشخصية، وهي على ارتباطٍ وثيقٍ بجميع مراحل الإنسان الحياتية، فالشخصية هي نتاج تجارب، ومواقف، وأحداثٍ، وتصرفاتٍ عدة تبلورت عبر فترةٍ زمنيةٍ لتشكّل شخصية الفرد، ولكلّ منها أساليب وطرق فعّالة للتعامل معها. ولكل فرد شخصية ونمط مختلف عن غيره، ولكلٍ منهم أسلوبه في التعامل مع الآخرين، فهذا يبتعد عن مواجهة الآخرين خوفًا من الانتقادات المتوقعة،وهذا يستعطف الآخرين بالمبالغة في إظهار المعاناة، وهذا يلقي بأخطائه على الآخرين ...إلخ.
وقد تحدث مشكلة من أحد الأفراد أو سلوكًا غريبًا، فنستغرب هذه التصرفات وربما نتعامل معها بأسلوبٍ خاطئ، فيوجد لكل الشخصيات أنماط وصفات، ولابد من التعرف على كافة الأنماط ومعرفة كيفية التعامل معها. تتحدّد الأنماط الشخصيّة بشكلٍ أساسي تبعًا للسلوكيّات التي يقوم بها الأفراد إلى جانب مجموعة الأفكار والعواطف التي يُظهرونها، والتي تُتيح الفرصة للقدرة على فهم سلوكيّاتهم والتنبّؤ بالسّلوكيات المُستقبليّة لهم، ومن جهةٍ أخرى؛ فإن الأنماط الشخصيّة قد تكون نتيجةً لتأثير مجموعة من العوامل منها العامل الجيني للفرد، أو تتأثّر بشكلٍ ما بطريقة تنشئة وتربية الأهل لأبنائهم، دون الإغفال عن أثر البيئة المُحيطة بالفرد في ذلك، أو الثّقافة الّتي يتربّى عليها، ولذلك كانت هناك حاجة ماسّة لعمل هذا البرنامج لمعرفة أنماط الشخصية وكيفية التعامل معها.
Do you understand constraints?
The goal of every "for profit" business needs to be "make money now, and more in the future" according to Dr. Eli Goldratt.
The document discusses entrepreneurship and skills needed for entrepreneurial leadership. It outlines the objectives of understanding entrepreneurship in high-tech industries, dispelling myths, and learning 21st century leadership skills. Key skills discussed include creativity, strategy, comfort with change, teamwork, communication, and basics of finance. Examples are given of successful UBC alumni entrepreneurs and technology adoption lifecycles are examined.
Eating the big fish modern enterpreneurship - arise robyArise Roby
IT IS NOT WITH BIG FISH EATING SMALL FISH if you watch clearly who cannot gallop in terms of Creativity and Change according business scenario are out of the race.
This document summarizes a book that examines why some technology company CEOs and products succeed while others fail. It explores seven secrets of tuned in leaders: 1) working as a trusted advisor to customers, 2) building products from the outside-in by understanding customer needs, 3) keeping products simple, 4) distributing leadership, 5) stopping the vendor mindset, 6) strong marketing, and 7) measuring what matters. The book uses examples like Apple's Newton and iPod to show how leadership style impacts success.
Tom Peters at Transforming Work, Life, & Organizations conferencebizgurus
The document discusses concepts related to excellence and innovation in organizations. It provides examples of how organizations can:
1) Embrace change, diversity of thought, risk-taking and rapid experimentation to drive innovation. Mistakes and failures should be seen as opportunities to learn.
2) Pursue decentralization, clear goal-setting, accountability and rigorous execution to achieve strategic objectives.
3) Continually move up the value chain by shifting from goods to services, solutions, experiences, and transforming customers' organizations.
How Small Businesses Compete for the Best HiresClearFit
Need help finding employees? Wondering how to do a more efficient resume search? Or how about simply how to hire most effectively?
ClearFit Co-Founder Ben Baldwin explores these topics and more in this exclusive presentation.
Visit www.clearfit.com for more details.
Nimble: A Proposal for Startup Speed & Agility in Fortune 100sAmanda Gordon
The document proposes 5 steps for large companies to embrace uncertainty and adapt more quickly to changes like startups: 1) Identify a clear purpose, 2) Empower employees with autonomy, 3) Break down silos and diversify teams, 4) Get customer feedback directly instead of assuming needs, and 5) Ship products early and often for testing. Successful companies like Southwest Airlines, Atlassian, and Dropbox are used as examples of embracing these principles to drive innovation. Communication is highlighted as key to building a culture where employees can focus on learning and improving.
This document discusses the importance of execution in business. It begins by describing Larry Bossidy's experience taking over as CEO of AlliedSignal, where he found the company lacked a discipline of getting things done. The three core processes of people, strategy, and operations were disconnected and not yielding results. After implementing a focus on execution, the company tripled its operating margins and delivered strong returns for shareholders. However, execution later deteriorated at Honeywell after Bossidy left. The document argues that execution must be a central focus of leadership to ensure companies can adapt to changes and avoid costly mistakes. It provides an example of how Honeywell was able to quickly generate a new operating plan after 9/11 due to its focus on execution
Today the Tipping Point is where human intellect & collective acumen of leaders seamlessly converge with Machine Learning & Artificial Intelligence to meet the challenges of fast changing business landscape.
Do you like making hiring mistakes? Of course not; they’re not fun.
Getting the right (or wrong) people on your team can make (or break) your business, but it’s tricky to get this right. In fact, all the innovation over the past 30 years (job boards, hiring software) hasn’t impacted employee hiring success in a material way. Average employee tenure has been dropping like a stone and employee turnover rates continue relatively unchanged. Hiring mistakes are so accepted that “money-back guarantees” have become table stakes for any recruiter.
But there IS a better way. In this session, we’ll review some epic hiring mistakes and how to avoid them ... also how you can hire great people who will stick around a long time and help increase the value of your business.
Jim Collins is an American author and consultant known for his work researching what leads to business success and sustainability. In his book Great By Choice, Collins analyzes companies that thrived in uncertain times. He found that these "10X" companies exhibited incredible discipline, only innovated when evidence supported it, and never relied on luck. The book details Collins' research over 9 years studying over 20,000 companies to understand what separates exceptionally performing companies. It also debunks common myths around what leads to business success.
This document provides a summary of the speaker's trip to New Zealand and discusses various topics related to business excellence and innovation. It contains quotes and observations about the need for companies to embrace change, take risks, encourage diversity of thought, experiment frequently, and tolerate failures in order to drive innovation and long-term success. Key themes emphasized include the importance of revenue growth over cost-cutting, pursuing new opportunities through acquisitions or spin-offs, and cultivating "freaks" and diverse problem-solvers within organizations.
The document discusses the 5 dimensions of vision based on President Kennedy's vision to put a man on the moon. The 5 dimensions are: 1) having a clear purpose or "what for", 2) establishing a shared commitment or "compact", 3) clearly defining the company or "venture", 4) outlining the plan or "program", and 5) setting a clear goal or outcome. Following these 5 dimensions can help companies unleash energy and commitment to achieve ambitious goals, just as Kennedy did in achieving the moon landing.
Tom Peters at International Institute for Research in Lisbonbizgurus
The document is a collection of quotes and passages on various topics related to business excellence and innovation. Some key points:
- Excellence requires being responsive to change, growing revenue, innovating or risking death, decentralizing decision-making, executing strategically, and holding oneself accountable.
- Organizations must take risks, try new things even if they fail, move up the value chain by solving customer problems, and view all roles as value-adding rather than just support functions.
- The future belongs to those who hang out with and benchmark themselves against innovators, have diversity of thought at the top, and focus on outcomes like customer success over just transactions.
This document provides guidance on creating an effective vision statement for an organization. It discusses that a vision statement paints a picture of what the future could look like if the organization achieves its goals, while a mission statement explains the organization's purpose. An effective vision statement should be compelling, help align people and activities, embrace paradoxes, and reflect the organization's core values. When creating a vision statement, the document recommends including diverse stakeholders in a focused meeting to draft and refine an inspiring yet realistic statement to guide the organization's long-term planning and decision-making.
The document discusses Peter Drucker, a renowned management thinker. It provides questions about Drucker's career, ideas, and influences. Specifically, it asks about terms Drucker coined, his legacy, background, education, consulting work, honors, and beliefs about management. It also includes discussion questions about successful organizations, the definition and evolution of management, and key aspects of Drucker's philosophy.
The document summarizes Mårten G Mickos' talk on starting a business to the Aalto Entrepreneurship Society. It discusses Mickos' experience growing MySQL from a small startup into a billion dollar company. It provides tips for entrepreneurs such as focusing relentlessly, having both optimism and realism, hiring the best people, and listening and experimenting.
The document summarizes Mårten G Mickos' talk on starting a business to the Aalto Entrepreneurship Society. It discusses his experience growing MySQL from a small startup into a billion dollar company. It provides tips for entrepreneurs such as focusing relentlessly, having both optimism and realism, hiring the best people, and listening and experimenting. Finally, it outlines common ways that startups can fail like being overconfident, not solving customer problems, or not removing toxic individuals.
The First of Me! Insights from the Future of Digital at SxSW 2019Inês Almeida
What does the title of a corny Hoobastank song have to do with SXSW 2019 takeaways? Absolutely everything. In this talk, we will explore the next frontier in personalisation—the trends, benefits and potential unintended consequences of Relevancy 2.0. Then we will focus on what organisations must do now to finally put the personal back into personalisation.
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Strategy execution: The Execution Shortcut by Jeroen De Flander PDF
1. Why Some Strategies Take
the Hidden Path to Success and Others
Never Reach the Finish Line
The
Execution
Shortcut
“De Flander
has added another
chapter to the
emerging science of
strategy execution”
Prof. R. Kaplan
& Dr. D. Norton
Jeroen De Flander
2. Advance Praise
Without execution,there is no need for strategy.
We need to learn more about execution.Jeroen De Flander has added an-
other chapter to the emerging science of strategy execution.
ProfESSOR Robert Kaplan,
Harvard Business School & Dr David Norton
The Execution Shortcut is a fantastic read! It is full of wonderful advice
and practical examples and explains in a clear and engaging style how to
get your ideas or strategies implemented.You will not only enjoy reading this
book—you will act on it!
Costas Markides,
Professor of Strategy & Entrepreneurship, London Business School
To create a better future,great ideas alone will not make the difference.
What we need are great decisions on the execution road.This book ex-
plains in an engaging way how Just Do It's don’t come automatically.It
only happens when the mind is triggered,the heart inspired,and willpower
strengthened.
Bert Stevens,
Vice President Europe Operations, Nike
Jeroen De Flander has done it again!
In The Execution Shortcut, an outstanding companion to his earlier work
Strategy Execution Heroes,he employs engaging stories,scientific rigor,and
many compelling case studies that demonstrate the power of engaging the
head,heart and hands in your organization.
Paul Niven,
Best-selling author Balanced Scorecard, Step-by-Step
The Execution Shortcut gives a refreshing insight into how
to make your strategy a success on the work floor.I can recommend this book
to any leader,in particular in a multicultural environment where the con-
nection between head,heart,and hands is even more important to create
successful strategy execution.
Patrick Bodart,
Principal Director, European Patent Office
3. Finally a book that provides quality advice and real examples
for helping us get to strategic execution shortcuts.De Flander has done it
again with The Execution Shortcut.
Phillip Shoemaker,
Director Applications Technology, Apple
In the real world,it doesn't matter how good looking you are or how smart
you are.What matters is getting things accomplished and that's what
The Execution Shortcut is all about.
Bill Saubert,
Senior Vice President Mastercard Advisors
There is only one thing better than successful execution of a great strategy—
faster execution.In The Execution Shortcut, De Flander brilliantly illustrates
why the path to success is a long and winding road,fraught with dangers
and potential derailers.He also offers proven methods to significantly in-
crease our chances of implementing our strategy—by creating a strong emo-
tional connection,focusing on decision patterns rather than to-do lists,and
overcoming basic human limitations.By taking his advice,we can accelerate
execution and create lasting success in any enterprise—big or small.
Bart Sweerman,
Managing Director, Enterprise & Public Sector EMEA, Cisco
Success requires the heart of a lover,the mind of a meditator,and the dis-
cipline of a soldier.Strategy execution requires a H3
-connection.Embrace
heart,hands,and head and follow the execution path to the finish line.
Charles-Antoine Janssen,
Board Member, UCB
Developing strategies is much easier than executing them.The Execution
Shortcut provides a down-to-earth approach to help leaders achieve where
many fail—deliver the strategic plan.
Jan Lång,
CEO, Ahlstrom
4. The Execution Shortcut offers a great roadmap to win in the
new reality of business.Leaders at all levels can use these ideas to
take their organization to a higher level of performance.
Jorge Inda Meza,
Global Director of Strategic Innovation, AB InBev
How to convert 'what' and 'how' into success through superb execution?
This book gives brilliant tips on execution excellence.
Atul Jain,
Senior Vice President, Samsung Electronics
The Execution Shortcut is a must read for every leader who wants to boost
strategy commitment and guide others through the implementation maze.
Caroline Hillegeer,
Senior Vice President Strategy, GDFSUEZ
I read this book on a long haul flight to the US,altitude 38,000 feet…
but what I learned was applicable the day after.
Down to earth,feet on the ground.
Rudi Nerinckx,
Group Human Resources Director, Tessenderlo Group
5. About the Author
Jeroen De Flander is a seasoned international strategy execution ex-
pert and highly regarded keynote speaker. He has shared the stage
with gurus like Michael Porter, Costas Markides, Roger Martin, Robert
Kaplan, and David Norton and helped more than 21,500 managers in
30 countries master the necessary execution skills. His first book Strat-
egy Execution Heroes reached the Amazon bestseller list in 5 coun-
tries and was shortlisted for Management Book of the Year 2012 in the
Netherlands.
Jeroen is co-founder of the performance factory—a leading re-
search, training, and advisory firm focused solely on helping individu-
als and organizations increase performance through best-in-class
strategy execution.
He has worked with several business schools including London
Business School, IMD, Vlerick, Solvay, and TiasNimbas. For several
years, he was the responsible manager worldwide of the Balanced
Scorecard product line for Arthur D. Little, a leading strategy consult-
ing firm.
He has advised 50+ companies including Atos Worldline, AXA,
Bridgestone, Brussels Airport, CEMEX, Credit Suisse, GDFSUEZ, Hon-
da, ING, Johnson & Johnson, Komatsu, and Sony on various strategy
and strategy execution topics.
6. 1. The Epic Quest for the 3 H’s 1
HEAD
2. Facilitate SMALL Choices 19
3. Keep the Big Choice Clearly Visible 33
4. Draw a Finish Line 45
5. Re-measure 53
HEART
6. Share Strategy Stories 65
7. Climb the Commitment Ladder 81
8. Go Beyond Self-interest 97
HANDS
9. Tackle CO2
mplexity 113
10. Experience the Power of Habits 125
11. Find Your 7-day Rhythm 133
12. The H3
-connector 145
Contents
7. Shortcut resources
Twitter, Elevator, and One-page Summary 153
Bob the Strategy Tourist 154
The Shortcut Map—a Memory Jogger 156
Notes 159
Index 175
Acknowledgements 181
8. CHAPTER 1
The Epic Quest
for the 3 H’s
O ne windy day in October 1987, a few minutes before noon, a 51-
year-old man with an idea took to the stage of a posh hotel in
Manhattan, New York. He wore a gray pinstripe suit and a matching
red power tie. He looked fit, solid, and confident. Just like your typical
chief executive.
Then he started to speak.
“I want to talk to you about worker safety” he kicked off with. He
then highlighted the company’s statistics, telling the crowd that nu-
merous workers were so badly injured that they were forced to stay off
work for a while. “Our safety record is better than the general Ameri-
can workforce, especially considering that our employees work with
metals that are 1,500 degrees and machines that can rip a man’s arm
off. But it’s not good enough,” he told the crowd, “I intend to go for
zero injuries.”
The audience—a group of prominent Wall Street investors and
9. 2 The Execution Shortcut
stock analysts—was utterly confused. This wasn’t what they’d ex-
pected at all. They’d imagined big promises about future earnings, a
bold vision or talk of some serious cost cutting. Anything but a safety
lecture.
As soon as the presentation was over, they scuttled out of the room.
One financial advisor raced to a payphone in the hotel lobby, called
his 20 largest clients and said, “The board has put a hippy in charge
and he’s going to kill the company.” He then urged each of them to get
rid of all their stock immediately, before the news came out.
It turned out to be the worst piece of advice he ever gave.
When the Aluminum Company of America—better known as Al-
coa—failed to perform, they hired Paul O’Neill as their new CEO, hop-
ing he could turn the tide. He did. In the end, he stayed with the com-
pany for 13 years. Under his watch, Alcoa’s injury rate fell to one-twen-
tieth the US average. The stock price had risen to 5 times the level of
1987. If that financial advisor had told his clients to buy a million stock
instead, they would have earned more than 1 million in dividends and
their stock would be worth 5 million.
Even today, O’Neill’s legacy lives on. Alcoa remains one of the saf-
est companies in the world. In 2010, not one single employee day was
lost due to injury in 82 percent of Alcoa factories. In fact, on average,
you’re more likely to get injured at an accountancy office or software
company than by handling molten aluminum at Alcoa.
So how did that happen? Alcoa doesn’t specialize in selling safe-
ty equipment. They’re into aluminum. You wouldn’t have expected
O’Neill’s crazy idea to get very far. But somehow it did. As a result, a
sluggish aluminum company became one of the most successful
companies in the industry. And it went from strength to strength, long
after the individual who had sparked its journey had left the company.
■ ■ ■
10. 3The Epic Quest for the 3 H's
Early on December 14 2004 at a large industry convention, a 57-year-
old man with an idea took to the stage. He said, “Here’s what I think we
should do. I think we should save 100,000 lives. And I think we should
do that by June 14 2006—18 months from today. ‘Some’ is not a num-
ber and ‘soon’ is not a time. Here’s the number: 100,000. Here’s the
time: June 14 2006—9am.”
The audience—a large group of healthcare leaders—was surprised.
This wasn’t what they’d expected at all. Of course there was a problem.
At the time, everyone knew that the improvement potential was huge.
“Between the healthcare we have and the care we could have lies not
a gap, but a chasm,” concluded the US Institute of Medicine in 2001
in their landmark report about healthcare in the next century. But it’s
one thing to know about an execution gap, and another to close it. The
road to the finish line was filled with road blocks. And the healthcare
leaders just didn’t see how Donald Berwick, CEO of a small not-for-
profit organization, could mobilize 3,000 hospitals—75 percent of all
US hospital beds—to buy in to his crazy idea to save 100,000 lives in
18 months.
But they were proved wrong.
Exactly 18 months later, Berwick took to the stage again and said,
“Hospitals enrolled in the 100,000 Lives Campaign have collectively
prevented an estimated 122,300 avoidable deaths and, as importantly,
have begun to institutionalize new standards of care that will continue
to save lives and improve health outcomes into the future.”
On July 7 2010, Berwick left his position as president and CEO of
the Institute for Healthcare Improvements (IHI). But his legacy lives
on. By December 2008, 4,050 hospitals had joined the program. Eight
states enrolled 100 percent of their hospitals in the campaign. Other
countries like Brazil, Canada, and Denmark also embraced the pro-
gram. On top of that, there was a clear spillover effect to other do-
mains like the 100,000 Homes Campaign—a national movement of
11. 4 The Execution Shortcut
communities working together to find permanent homes for 100,000
of the country’s most vulnerable homeless individuals and families by
July 2014.
What’s Berwick's secret? How can one individual with no hierar-
chical power inspire and guide thousands of executives, physicians,
and nurses in 3,000 hospitals enough to save over 120,000 lives in 18
months? And how does the idea keep going strong long after the indi-
vidual who sparked its journey has left?
THE EXECUTION SHORTCUT is a travel story about successful strate-
gies. It’s a story about big ideas and the travelers they meet on their
path to success.
Our ambition is really simple. We want to discover the execution
routes that successful strategies take and use these learnings to put
our own ideas on the right track to success. Peering over the travel logs
of successful strategies provides us with unique insights; they show
us the execution path, the road blocks, and the ingenuity their cre-
ators used to overcome them. Our newly gathered wisdom helps us, as
strategists, to improve our own execution efforts.
O’Neill’s safety idea and Berwick’s dream to save 100,000 lives
are textbook examples of successful idea journeys. And although
their organizations might sound as if they don’t have very much—a
60,000-strong company with operations in 30 countries listed on the
New York Stock Exchange and a not-for-profit organization with 75
employees—both ideas followed a very similar travel pattern on their
way to success.
First of all, both ideas found a way into the hearts of the people
involved. It tapped into their emotional side and made them care.
And so they decided to become a part of its journey. “Why not share
my other idea?,” thought one low-level employee when he heard that
O’Neill was looking for ideas to improve safety. He suggested grouping
12. 5The Epic Quest for the 3 H's
the painting machines in order to switch the pigments faster so they’d
respond more flexibly to customer demands. “It was like he gave us the
winning lottery numbers,” an executive said. Within a year, the alumi-
num siding profits had doubled. Once the Alcoa employees believed
they were part of something important, they all started to pile in.
It wasn’t that the healthcare professionals hadn’t known that lives
could be saved. Every person in the room had been aware of that. But
just knowing wasn’t enough. It wasn’t until that memorable December
day when Berwick launched his bold idea that they really started to
care. Somehow he found a way into their hearts.
The second remarkable characteristic shared by both journeys is
that both ideas found its way into their heads. Travelers on the execu-
tion road understood what had to be done to succeed. Berwick’s team
scripted 6 simple interventions with matching tips and tools each
hospital could easily embrace. For example, when a patient is on a
ventilator, their head should be elevated at a 45-degree angle to avoid
suffocation. Doctors and nurses alike were encouraged to draw a line
on the wall behind the bed of every patient on a ventilator and to tell
everyone—family, other patients, and janitors—to notify someone
immediately if the patient’s head dropped below the line on the wall.
At Alcoa, O’Neill installed a simple feedback loop. If someone was
injured, the manager in charge had to report directly to him within 24
hours with a plan to prevent such an injury reoccurring. O’Neill made
it very clear how they could contribute to the success of the idea.
And success is permanent. People keep pushing the idea forwards,
long after the idea creator has left the scene. Take Alcoa. It’s now a
safer place than it was when O’Neill left. And every week, new hospi-
tals all over the world join the program. Somehow, the idea has found
a way into the hands of the people. The idea stuck—the third shared
characteristic of both journeys.
Over the course of this book, we’ll discover that this triple connec-
13. 6 The Execution Shortcut
tion—Head, Heart, Hands—lies at the core of each successful strategy
journey. We’ll also discover that successful strategists found an answer
to 3 crucial questions: (1) How do I make others care about my idea—
care enough so they are willing to figure out how they can contrib-
ute to success; (2) How do I make others aware of what the idea is all
about—aware enough so they can make autonomous decisions that
positively impact success; (3) How do I keep others going and energize
them enough to keep them traveling the execution path even when
I’m not around?
The name given to this successful triple connection—the con-
nection between a big idea and the travelers it meets on its execution
path—is the H3
-connection. It’s our gateway to traveling the Execution
Shortcut.
1.
Villains on the Execution Road
We all have great ideas. And we often need the help of others to let
them shine. But getting people to support our brainchild is easier said
than done. We know—and have probably experienced firsthand—that
people don’t always do what we like them to do. Sometimes they just
don’t seem to care about our idea and we wonder why they don’t see
the same benefits that we’re seeing. Sometimes they seem to make all
the wrong moves and we wonder, “How difficult can it be?” And some-
times they just seem too busy with other things and we think, “Why
don’t you push a little harder.” Just like we do.
We all struggle to get our ideas across. And that’s because success-
ful H3
-connections are much harder to make than many of us realize.
And failure doesn’t come so much because of the quality of the idea,
but because of age-old, programmed human behavior. It turns out
that human nature kills big ideas. Why not join me in the lab for a few
14. 7The Epic Quest for the 3 H's
interesting experiments?
Imagine you’re sitting with 15 other people in a small room. The
host asks your neighbor to tap out the rhythm of a famous song like
Happy Birthday on the table. You have to guess the tune. How much
chance do you think you have of guessing the song correctly?
You’ve just taken part in an experiment designed by Elizabeth
Newton from Stanford University. Over the course of the study, New-
ton repeated the process 120 times. Only 4 songs—2.5 percent—were
guessed correctly. Not many, is it? But here’s the interesting thing. Be-
fore the Listeners tried to guess the song title, she would ask the Tap-
per and the Listeners to predict their success rate. While the Listen-
ers thought they would get 10 percent of the songs right, the Tappers
thought the Listeners would guess a whopping 50 percent of their
songs.
Isn’t that amazing? The average Tapper got the message across
1 time in 40, but they thought they’d hit a homerun 1 out of 2. They
overestimated their communication abilities by a factor of 20. So what
happened? Does tapping make you a poor judge of your abilities? The
simple answer is yes. The scientific name for this human phenomenon
is the Curse of Knowledge. Here’s how it works. When a Tapper—the
idea creator—taps the song, the tune is playing along in his head. He’s
hearing the melody to Happy Birthday in his head while tapping the
song. But the Listeners don’t hear that music. The only information
they get is a strange Morse code. It’s very hard for a Tapper to judge the
quality of his taps as he can’t undo the tune playing in his head while
tapping. The knowledge has ‘cursed’ him.
If we transport the Curse of Knowledge to the business world, it’s
not difficult to imagine that when an idea creator—a CEO, manager,
policymaker or entrepreneur—finishes communicating and thinks,
“I’m sure everybody gets my great idea after my extensive communi-
cation efforts”, he’s probably reached no more than 3 percent of his
15. 8 The Execution Shortcut
target population. Houston, we have a problem.
■ ■ ■
But there’s more. Let’s try a second experiment. This time, draw an im-
aginary ‘E’ on your forehead with your finger.
Researcher Adam Galinsky of Northwestern University and his
colleagues divided participants into two groups. Those from the first
were primed to feel powerful. How? They had to recall and write about
an incident where they had power over others. The other group was
asked to write about an incident in which someone else had power
over them. Next, all participants were asked to draw the letter ‘E’ on
their foreheads.
Now, there are two ways to draw an imaginary ‘E’ on your fore-
head. One way is as if you’re reading it yourself, with the solid bar on
your left and the openings on the right. The other way is to draw the ‘E’
as if another person is reading it, with the solid bar on your right and
the openings on the left. The first choice produces a backward and il-
legible ‘E’ from the viewer’s perspective. The second choice leads to an
‘E’ that’s backwards to you.
The result? Surprisingly, the high-power participants from the first
group were 3 times more likely to draw a self-oriented ‘E’. Galinsky ar-
gues that power makes us blind. What does it mean? It means that the
more power we have, the harder we find it to imagine the world from
someone else’s perspective. We draw the letter backwards because we
are used to others adapting to our point of view. It also means that
the effect of the Curse of Knowledge is likely to be reinforced when
the person communicating is the boss. Houston, we might have a big
problem.
■ ■ ■
16. 9The Epic Quest for the 3 H's
Science teaches us that idea creators misjudge the quality of their
communication due to the Curse of Knowledge. The effect is tripled
when the idea creator is, or believes he is, in a position of power. But
human nature doesn’t only impact the behavior of the idea creator. It
also impacts the behavior at the receiving end.
Sheena Iyengar from Columbia University and Mark Lepper from
Stanford set up their lab in the form of a tasting booth on 2 different
Saturday’s at Draeger’s supermarket, an upscale grocery store in Cali-
fornia. One week, they had 24 jams to sample on the table, and the
next week only 6. Customers could try as many samples as they liked
and received a $1 discount coupon for a jam of their choosing.
The first results were as expected. Over the course of a 5-hour pe-
riod, 60 percent of people who passed the display of 24 jams stopped,
while only 40 percent did at the stand with 6 on display. So more
choice means greater initial appeal. But the surprise came when they
looked at the sales figures. Thirty percent of the people who stopped
at the ‘6 jam’ booth used the coupon and bought jam, but only 3 per-
cent bought something at the ‘24 jam’ booth. People initially exposed
to a limited number of options are much more likely to purchase the
product than those given a greater choice.
So what happened? Science calls this human phenomenon Deci-
sion Paralysis, another villain on the execution road. Again, it’s not a
deliberate action, but rather an expression of innate human behavior,
this time at the receiving end. When someone wants us to do some-
thing (like buying jam), but presents us with too many options (24 fla-
vors), we’re paralyzed. We can’t decide.
Through a series of lab tests, I wanted to show you that our instinctive
behavior complicates H3
-connections. They are much harder to real-
■ ■ ■
17. 10 The Execution Shortcut
ize then we might think. We think we have communicated our idea,
but in reality we didn’t. We think others will buy in to our idea if we
give them lots of options, but in reality they don’t. But what would
happen if we were totally in charge? Would our idea run into trouble
when we are the ideas inventor, as well as the executioner? By being
the sole responsible, it would cancel out communication issues and
we could choose the exact number of options we feel comfortable
with. Let’s find out.
For many of us, a new year is a new start. We have a long list of
ideas and we’re full of gusto to make them happen. And off we go. We
join the gym, start a diet or commit to spending more time with the
kids. I’m no different. Every January I make my list. And on January
1 2001, a great idea made it onto my New Year’s resolutions. It was an
idea that got me more enthusiastic than all of the others put together.
I was going to write a book.
Eager to get going, I quickly came up with a framework with my Ar-
thur D. Little colleague Torsten Schumacher. The first outline looked
promising, but it took quite some effort to find the time to brainstorm.
After a busy day, I couldn’t muster up the energy to get writing. And it
seems that I’m no different in failure to most people. A British study of
over 3,000 people showed that 88 percent break their New Year’s reso-
lutions. A massive 4 out of 5 don’t follow through on their own great
ideas. And they drop the ball after a few weeks.
The human phenomenon that makes us kill our own great ideas is
called Willpower Depletion. It’s the third villain on the execution road.
Many scientific studies document this rather strange human behavior.
Baumeister’s ‘cookie’ experiment is one of the best known. Let’s visit
the lab one last time before we hit the road.
In the first part of the experiment, Baumeister’s team kept 67 hun-
gry participants in a room that smelled of freshly baked chocolate
cookies. He teased them further by showing them the treats. Half of
18. 11The Epic Quest for the 3 H's
the group was allowed to dig in and eat the cookies and the second
group was asked to eat radishes.
Next, Baumeister’s team gave the participants a second, suppos-
edly unrelated challenge. They had to trace a geometric figure without
retracing any lines or lifting their pencils off the paper. After a brief test
period, they were told that they had as many attempts as they wanted.
They would be judged only on whether or not they could finish tracing
the figure. If they wished to stop beforehand, they had to ring a bell.
Unknown to the participants, these geometric figures were impos-
sible to solve. The researchers wanted to test the effect ofWillpower De-
pletion. In other words, would the group who had eaten the cookies put
in more execution effort than the group who had selected to eat rad-
ishes? The effect of the manipulation was immediate and undeniable.
On average, the cookie contestants kept going for 18 minutes,
making 34 attempts to solve the puzzle. However, the radish group
gave up after 8 minutes, having made only 19 attempts. As they had
to resist the cookies and force themselves to eat vegetables, they could
no longer muster the will to fully engage in another torturous task.
They were already mentally exhausted. They ran out of willpower. The
villain won.
■ ■ ■
When our new idea—whether it’s a book project, a corporate strategy,
a business plan for a new product launch or a policy to improve the
education system—comes into contact with million-year-old human
dynamics like Decision Paralysis, Willpower Depletion or the Curse of
Knowledge, our idea is in trouble. These human complexities are so
powerful that they can override our own rational thinking and stop us
from executing our own ideas, as happens every New Year for 88 per-
cent of the population.
19. 12 The Execution Shortcut
These human dynamics—the execution villains—are the reason
why most strategies take the long route to the finish line. If we aspire
to get a better return from our strategy, then we must learn how these
human behaviors impact the idea journey and how to deal with them.
The execution villains we’ll meet offer us a way of making sense
of the complex human dynamics that every strategy has to navigate.
They provide us with direction on how to get our strategy into the
heads, hearts, and hands of others. Thinking about the specific be-
haviors of the villains triggers fundamental why questions on the im-
pact of human behavior on strategy. Why doesn’t repeating the strat-
egy message help create understanding? Why is business growth a
slow strategy killer? And why do leaders tend to go overboard with the
amount of measures? Thinking about tactics to outwit the bad guys
on the execution road helps us answer important questions on how
to make a successful H3
-connection. How do we trigger the right emo-
tions with our strategy story? How do we pick and introduce habits
that facilitate the decision process? And how can we increase commit-
ment to the strategy?
2.
The Shortcut Roadmap
We learn from successful idea journeys such as the 100,000 Lives Cam-
paign and Alcoa’s zero injuries ambition that it all starts with a triple
connection: our strategy needs to connect with the heads, hearts, and
hands of those involved—the travelers. But we also learn from science
that those connections are much more difficult to make than we think
because of the intricacy of human nature.
This book offers a coherent set of tested moves—a shortcut
map—to navigate these human complexities and make successful
H3
-connections.
20. 13The Epic Quest for the 3 H's
The elements on the map come from 30 years’ behavioral and
strategy research, hundreds of scientific studies from well-known uni-
versities including Harvard, Columbia, and Stanford, and an ambi-
tious 12-year execution research project that tapped into the minds
of 23,500 leaders in 29 industries and 36 countries. I started the proj-
ect in 2001 with the research team from the performance factory, after
leaving strategy advisory firm Arthur D. Little.
So it’s fair to say I didn’t invent the map. I’m just the cartographer,
working together with a fantastic research team to pull all these pieces
of wisdom together. But I’m a cartographer with a mission, an execu-
tion ambassador wanting to show you the benefits of sound execu-
tion. I’m convinced that’s where most of us can make the difference.
To be honest, I’d traveled a long way before I became a believer
myself. As a strategist, I was convinced a great strategy would produce
great results. But reality didn’t match up to my belief. The more I saw
great strategies fail (some of which I helped develop), the more I knew
the success formula was missing something.
Let’s be clear. This doesn’t mean that I lost my convictions about
strategy. Former colleagues even joked that I’d turned over to the dark
side, that I switched camps after I left Arthur D. Little. On the contrary,
a good strategy is the starting point. Without a strategy, there’s no race.
But what gets us to the starting line won’t get us to the finish line.
The long, winding execution road requires the attention of the leader.
To succeed, a great leader needs to be a strategist as well as an execu-
tion hero. This message and the practical “how to” is detailed in my
first book Strategy Execution Heroes.
But leaders don’t make the execution journey alone. This book
zooms in on the initial transfer, the connection between the strat-
egists’ big idea, and the others that will join them on the execution
journey.
It’s good to know that the shortcut is available to us all. We can all
21. 14 The Execution Shortcut
make others more aware of our big idea, make them care, and boost
their energy levels to move it forwards. But the shortcut journey isn’t a
free ride. Traveling the execution shortcut requires effort. Don’t expect
to cruise a 5-lane highway in a red convertible on a Wednesday after-
noon, wind blowing in your hair, stopping for a nice coffee. Instead,
you should expect a long trek, carrying your own supplies, in a far-off
country. The signposts are unreadable and you’re with a group of fellow
travelers who aren’t sure if they should be following you or not. But what
might initially feel like an impossible journey is just a tough hike across
a country you don’t know so well.You might even come to enjoy the trip.
In the end, to succeed as a strategist, we need a thorough under-
standing of what makes people tick. And that’s on top of industry dy-
namics, customer behaviors, and financial savyiness. We need to have
a deep understanding of how people process information and make
decisions, what makes them care about an idea, and what gives them
the energy to take action. And when we do, the execution shortcut be-
comes visible.
IN SEARCH OF the execution shortcut, we’re going to venture out of
the lab and into the real world. We’ll go to Canada and find out about
a crucial decision pattern. We’ll go to Egypt and learn about the im-
portance of ‘no’ in strategy. We’ll go to a monastery high up in the In-
dian Himalaya to understand the importance of focus. And we’ll meet
amazing people like Stephen Denning who reshaped the future of the
World Bank with a single strategy story. We’ll also meet Ratan Tata who
inspired 600 engineers to design the cheapest car in the world and
Billy Beane who turned a crumbling baseball team into a winning ma-
chine. We’ll join a South Pole expedition to learn about the power of
habit, run a marathon to test the impact of measurement, and take a
combat course to experience what happens if you truly believe in your
abilities.
22. 15The Epic Quest for the 3 H's
The point of all of this is to answer 2 simple questions that lie at the
heart of what we would all like to accomplish as executives, manag-
ers, policymakers, and entrepreneurs. Why is it that some great strate-
gies get executed and others don’t? And what can we do to deliberately
speed up and control successful strategy journeys of our own?