Making Strategy Happen: Transforming Plans into Reality Second Edition

Preface.
<p>Part I: Great Plans do not Happy Outcomes Make: .</p>
<p>1. The Implementation Issue.</p>
<p>2. Why Strategies Fail.</p>
<p>3. Strategic Management.</p>
<p>4. The Anatomy of Implementation.</p>
<p>Part II: New Uses for an Old Vehicle:.</p>
<p>5. Driving Strategy Implementation with Operating Plans.</p>
<p>6. Setting the Stage.</p>
<p>Part III: Three Cornerstone Analyses: .</p>
<p>7. Targeting High–Leverage Improvement Opportunities.</p>
<p>8. Setting the Right Priorities and Objectives.</p>
<p>9. Assessing Capabilities for Success.</p>
<p>Part IV: Formulating an Agreed Plan:.</p>
<p>10. Establishing Direction and Focus.</p>
<p>11. Specifying the Work Required.</p>
<p>Part V: Ensuring Implementation Success: .</p>
<p>12. Tracking Implementation Progress.</p>
<p>13. Sustaining Momentum and Focus.</p>
<p>14. Making Strategy Happen.</p>
<p>Appendices. .</p>
<p>1. Sample Operating Systems Characteristics.</p>
<p>2. High–Leverage Targets of Opportunity (Prioritized)&gt;.</p>
<p>3. Organization and Management Readiness Assessment Questionnaire.</p>
<p>4. Generic Strategy Options.</p>
<p>5. An Example of a List of Issues to be Addressed by a Strategy.</p>
<p>6. Some typical Obstacles to Successful Stratagy Implementation.</p>
<p>7. Examples of Action Programs.</p>
<p>8. Examples of Tailored Measurement Packages.</p>
<p>Notes.</p>
<p>Index.</p>