The global business landscape ios littered with expensive, well intended strategies that failed. Why?

Often because leaders failed to identify and invest in the full range of the projects required to suuport those strategies. Even as strategists break their plans into doable chunks, they seldom work with project leaders effectively. Many leaders neglect to revise their company's strategic portfolio to fit the demands of their dynamic environment. And they lose touch with strategic initatives long before outputs are transferred and outcomes are realized in operations.

In Executing Your Strategy, Mark Morgan, Raymond Levitt, and William Malek show you how to overcome these barriers in your organization. The authors identify the six INVEST imperatives that wil enable you to do the right strategic projects - and to do those projects right:

* Ideation : Clarify and communicate your company's purpose, identity, and long-range intention.

* Nature : Align your strategy with your company's culture and structure.

* Vision : Define clear goals and metrics supporting the strategy.

* Engagement : Through portfolio management, do the right projects required to carry out your strategy.

* Synthesis : Execute projects and programs the right way, in alingment with your portfolio.

* Transition : Move the results of your projects and programs into the main-stream of your company's operations.



Filled with practical advice and example from companies as diverse as AT&T, American Power Conversion, and DPR Construction, this new resource shows you how to make strategy happen in your organization.





TABLE OF CONTENTS

Introduction. Why Strategic Execution Is So Difficult?and What You Can Do About It

Part I: Strategy-Making Imperatives

Chapter 1. Ideation Imperative: Clarify and Communicate Identity, Purpose, and Long-Range Intention

Chapter 2. Vision Imperative: Translate Intention into Strategy, Goals, and Metrics

Chapter 3. Nature Imperative: Align Strategy, Culture, and Structure

Part II: Project Leadership Imperatives

Chapter 4. Engagement Imperative: Engage Strategy through the Project Investment Stream

Chapter 5. Synthesis Imperative: Monitor and Align Project Work

Chapter 6. Transition Imperative: Move the Projects into the Mainstream

Conclusion. Executing Strategy by Doing the Right Things Right