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The book "Execution: The Discipline of Getting Things Done" challenges existing paradigms in leadership and management by emphasizing the importance of execution in translating strategy into results. It argues that execution is not just a set of behaviors, but also an organizational culture. The book highlights the need for leaders to be hands-on and intensively involved with three core interlinked processes - the people process, the strategy process, and the operations process. This approach challenges traditional views of leadership as a purely strategic role, and management as a purely operational role.
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In the mid-1990s, when GE was widely seen as the best producer of leadership talent, every senior leader was a retention risk. GE's people process swiftly moved to retain critical candidates. GE offered them long-term financial rewards like stock grants that they could not cash in until retirement. However, if a critical person left, GE's succession depth approach could replace them within 24 hours.
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How do you translate strategy into results? Execution is both an organizational culture and a specific set of behaviors. Leaders must be hands-on and...
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