This is a must read for anyone who needs to plan and succeed. Executing a strategy is no small task, and HBR gives us a guide. This is well thought out and well presented. I highly recommend this book.

This is a great guide to determine how to implement your strategies best and understand what general questions will always need to be addressed to get the best result. It ensures you understand that others understand what you're trying to achieve and why.

An interesting topic relevant for all organizations irrespective of industry and maturity. Strategy plays a key role in organizations and the book delves into this key area of interest. A good mix of case studies and theory to help people navigate their journey. The HBR essays as usual are an industry standard when it comes to creating thought leadership and best practices.


Thank you Harvard Business Review and NetGalley for this e-arc in exchange of my unbiased review.

Another useful and valuable collection of articles from HBR. I don't always agree with everything they publish and prescribe in their pages, but I've always found the "HBR Guides to..." to offer thought-provoking and useful information (and examples) to help me figure out what I think is best for any given situation.

Recommended.

This is collected articles about how to execute strategy, especially if you are manager.

It contains a lot of good advise with study case from several big companies such as Unilever.

The advise are more on practical rather than theories, so we could implement it directly.

Personally, I got new insights about this since I'm still new in managerial.

Thank you Netgalley and Harvard Business Review for the ARC!

This is a concise book on executing on a strategy.

Strategy provides direction to organizations and business groups. Many times, there is a tussle between strategy formulation and execution. This book has a lot of sensible advice around executors needing to get involved early, strategy & execution needing to run in parallel to accommodate changing circumstances, collaboration, communication, unlearning, the right level of metrics and other related topics. The pressure of near-term profits and revenues often leads to longer term strategies not being given time by CXOs. I liked the part about being conscious of what is being lost when adopting a new strategy. If this is not done, there is inertia and resistance. Alignment of strategy with organization’s design is important, but often misunderstood as a rigid cascading of goals. When people name companies they admire, they do it based on their innovation ability. Most people do not know the capabilities and enablers making innovation possible. Leaders need to communicate ‘Why’, and not only ‘What’ and ‘How’ and manage change carefully when executing strategy.

While there are some company examples such as Unilever, Wells Fargo, I expected more. As there are multiple authors, some matter tends to repeat, though the topic selection is pretty good.

My rating: 3.75 / 5.