HBR Guide to Executing Your Strategy:
Gespeichert in:
| Körperschaft: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
La Vergne
Harvard Business Review Press
2023
|
| Schriftenreihe: | HBR Guide
|
| Schlagworte: | |
| Online-Zugang: | HWR01 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (265 Seiten) |
| ISBN: | 9781647825164 |
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| 505 | 8 | |a Intro -- What You'll Learn -- Contents -- Section 1: Getting Started -- Ch. 1: Closing the Chasm Between Strategy and Execution -- Ch. 2: What Is Execution, Exactly? -- Ch. 3: Why Strategy Execution Unravels-and What to Do About It -- Section 2: Review the Specifics of Your Strategy -- Ch. 4: Eight Questions to Ask About Your Company's Strategy -- Ch. 5: Does Your Strategy Have a Spine? -- Ch. 6: What You Lose with Your New Strategy -- Section 3: Assess Alignment and Capabilities -- Ch. 7: How Aligned Is Your Organization? -- Ch 8: Design Your Organization to Match Your Strategy -- Ch. 9: Capitalizing on Your Capabilities -- Ch. 10: The Problem with Learning Is Unlearning -- Section 4: Communicate Clearly -- Ch. 11: How to Communicate Your Company's Strategy Effectively -- Ch. 12: Good Leadership Is About Communicating "Why" -- Ch. 13: Be Aware of the Signals You're Sending -- Ch. 14: Strategy Briefing: An Example -- Section 5: Manage Strategic Initiatives -- Ch. 15: How to Prioritize Your Company's Strategic Projects -- Ch. 16: Six Questions to Ask Before You Begin a Big Project -- Ch. 17: Start Stopping Faster -- Section 6: Track Performance and Ensure Collaboration -- Ch. 18: Don't Let Metrics Undermine Your Business -- Ch. 19: The Two Types of Performance You Should Be Tracking -- Ch. 20: Making Silos Work for Your Organization -- Ch. 21: How to Permanently Resolve Cross-Departmental Rivalries -- Section7: When Your Strategy Needs to Change -- Ch. 22: When Shifting Strategy, Don't Lose Sight of Your Long-Term Vision -- Ch. 23: How to Adapt Your Strategy When Crisis Hits -- Index | |
| 650 | 4 | |a Strategic planning | |
| 650 | 4 | |a Business planning | |
| 650 | 4 | |a Industrial management | |
| 650 | 4 | |a Executive ability | |
| 650 | 4 | |a Success in business | |
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Datensatz im Suchindex
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| author_corporate | Review, Harvard Business |
| author_corporate_role | aut |
| author_facet | Review, Harvard Business |
| author_sort | Review, Harvard Business |
| building | Verbundindex |
| bvnumber | BV049408880 |
| collection | ZDB-30-PQE |
| contents | Intro -- What You'll Learn -- Contents -- Section 1: Getting Started -- Ch. 1: Closing the Chasm Between Strategy and Execution -- Ch. 2: What Is Execution, Exactly? -- Ch. 3: Why Strategy Execution Unravels-and What to Do About It -- Section 2: Review the Specifics of Your Strategy -- Ch. 4: Eight Questions to Ask About Your Company's Strategy -- Ch. 5: Does Your Strategy Have a Spine? -- Ch. 6: What You Lose with Your New Strategy -- Section 3: Assess Alignment and Capabilities -- Ch. 7: How Aligned Is Your Organization? -- Ch 8: Design Your Organization to Match Your Strategy -- Ch. 9: Capitalizing on Your Capabilities -- Ch. 10: The Problem with Learning Is Unlearning -- Section 4: Communicate Clearly -- Ch. 11: How to Communicate Your Company's Strategy Effectively -- Ch. 12: Good Leadership Is About Communicating "Why" -- Ch. 13: Be Aware of the Signals You're Sending -- Ch. 14: Strategy Briefing: An Example -- Section 5: Manage Strategic Initiatives -- Ch. 15: How to Prioritize Your Company's Strategic Projects -- Ch. 16: Six Questions to Ask Before You Begin a Big Project -- Ch. 17: Start Stopping Faster -- Section 6: Track Performance and Ensure Collaboration -- Ch. 18: Don't Let Metrics Undermine Your Business -- Ch. 19: The Two Types of Performance You Should Be Tracking -- Ch. 20: Making Silos Work for Your Organization -- Ch. 21: How to Permanently Resolve Cross-Departmental Rivalries -- Section7: When Your Strategy Needs to Change -- Ch. 22: When Shifting Strategy, Don't Lose Sight of Your Long-Term Vision -- Ch. 23: How to Adapt Your Strategy When Crisis Hits -- Index |
| ctrlnum | (ZDB-30-PQE)EBC7268526 (ZDB-30-PAD)EBC7268526 (ZDB-89-EBL)EBL7268526 (OCoLC)1390561621 (DE-599)BVBBV049408880 |
| dewey-full | 658.4012 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4012 |
| dewey-search | 658.4012 |
| dewey-sort | 3658.4012 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Electronic eBook |
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| id | DE-604.BV049408880 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T23:05:37Z |
| indexdate | 2024-07-10T10:06:17Z |
| institution | BVB |
| isbn | 9781647825164 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034735964 |
| oclc_num | 1390561621 |
| open_access_boolean | |
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| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (265 Seiten) |
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| publishDate | 2023 |
| publishDateSearch | 2023 |
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| publisher | Harvard Business Review Press |
| record_format | marc |
| series2 | HBR Guide |
| spelling | Review, Harvard Business Verfasser aut HBR Guide to Executing Your Strategy La Vergne Harvard Business Review Press 2023 ©2023 1 Online-Ressource (265 Seiten) txt rdacontent c rdamedia cr rdacarrier HBR Guide Description based on publisher supplied metadata and other sources Intro -- What You'll Learn -- Contents -- Section 1: Getting Started -- Ch. 1: Closing the Chasm Between Strategy and Execution -- Ch. 2: What Is Execution, Exactly? -- Ch. 3: Why Strategy Execution Unravels-and What to Do About It -- Section 2: Review the Specifics of Your Strategy -- Ch. 4: Eight Questions to Ask About Your Company's Strategy -- Ch. 5: Does Your Strategy Have a Spine? -- Ch. 6: What You Lose with Your New Strategy -- Section 3: Assess Alignment and Capabilities -- Ch. 7: How Aligned Is Your Organization? -- Ch 8: Design Your Organization to Match Your Strategy -- Ch. 9: Capitalizing on Your Capabilities -- Ch. 10: The Problem with Learning Is Unlearning -- Section 4: Communicate Clearly -- Ch. 11: How to Communicate Your Company's Strategy Effectively -- Ch. 12: Good Leadership Is About Communicating "Why" -- Ch. 13: Be Aware of the Signals You're Sending -- Ch. 14: Strategy Briefing: An Example -- Section 5: Manage Strategic Initiatives -- Ch. 15: How to Prioritize Your Company's Strategic Projects -- Ch. 16: Six Questions to Ask Before You Begin a Big Project -- Ch. 17: Start Stopping Faster -- Section 6: Track Performance and Ensure Collaboration -- Ch. 18: Don't Let Metrics Undermine Your Business -- Ch. 19: The Two Types of Performance You Should Be Tracking -- Ch. 20: Making Silos Work for Your Organization -- Ch. 21: How to Permanently Resolve Cross-Departmental Rivalries -- Section7: When Your Strategy Needs to Change -- Ch. 22: When Shifting Strategy, Don't Lose Sight of Your Long-Term Vision -- Ch. 23: How to Adapt Your Strategy When Crisis Hits -- Index Strategic planning Business planning Industrial management Executive ability Success in business Erscheint auch als Druck-Ausgabe Review, Harvard Business HBR Guide to Executing Your Strategy La Vergne : Harvard Business Review Press,c2023 9781647825157 |
| spellingShingle | HBR Guide to Executing Your Strategy Intro -- What You'll Learn -- Contents -- Section 1: Getting Started -- Ch. 1: Closing the Chasm Between Strategy and Execution -- Ch. 2: What Is Execution, Exactly? -- Ch. 3: Why Strategy Execution Unravels-and What to Do About It -- Section 2: Review the Specifics of Your Strategy -- Ch. 4: Eight Questions to Ask About Your Company's Strategy -- Ch. 5: Does Your Strategy Have a Spine? -- Ch. 6: What You Lose with Your New Strategy -- Section 3: Assess Alignment and Capabilities -- Ch. 7: How Aligned Is Your Organization? -- Ch 8: Design Your Organization to Match Your Strategy -- Ch. 9: Capitalizing on Your Capabilities -- Ch. 10: The Problem with Learning Is Unlearning -- Section 4: Communicate Clearly -- Ch. 11: How to Communicate Your Company's Strategy Effectively -- Ch. 12: Good Leadership Is About Communicating "Why" -- Ch. 13: Be Aware of the Signals You're Sending -- Ch. 14: Strategy Briefing: An Example -- Section 5: Manage Strategic Initiatives -- Ch. 15: How to Prioritize Your Company's Strategic Projects -- Ch. 16: Six Questions to Ask Before You Begin a Big Project -- Ch. 17: Start Stopping Faster -- Section 6: Track Performance and Ensure Collaboration -- Ch. 18: Don't Let Metrics Undermine Your Business -- Ch. 19: The Two Types of Performance You Should Be Tracking -- Ch. 20: Making Silos Work for Your Organization -- Ch. 21: How to Permanently Resolve Cross-Departmental Rivalries -- Section7: When Your Strategy Needs to Change -- Ch. 22: When Shifting Strategy, Don't Lose Sight of Your Long-Term Vision -- Ch. 23: How to Adapt Your Strategy When Crisis Hits -- Index Strategic planning Business planning Industrial management Executive ability Success in business |
| title | HBR Guide to Executing Your Strategy |
| title_auth | HBR Guide to Executing Your Strategy |
| title_exact_search | HBR Guide to Executing Your Strategy |
| title_exact_search_txtP | HBR Guide to Executing Your Strategy |
| title_full | HBR Guide to Executing Your Strategy |
| title_fullStr | HBR Guide to Executing Your Strategy |
| title_full_unstemmed | HBR Guide to Executing Your Strategy |
| title_short | HBR Guide to Executing Your Strategy |
| title_sort | hbr guide to executing your strategy |
| topic | Strategic planning Business planning Industrial management Executive ability Success in business |
| topic_facet | Strategic planning Business planning Industrial management Executive ability Success in business |
| work_keys_str_mv | AT reviewharvardbusiness hbrguidetoexecutingyourstrategy |