Making Strategy Work

About the Author

Lawrence G. Hrebiniak, Ph.D., is a distinguished professor in the Department of Management at the Wharton School, University of Pennsylvania. With a rich career spanning decades in both academia and the corporate world, Hrebiniak has established himself as a leading authority on strategy execution. He has provided consultancy services to major corporations such as Johnson & Johnson, AT&T, General Motors, Microsoft, and many others. His practical experience, combined with his academic rigor, gives him unique insights into the challenges and intricacies of making strategy work in real-world settings.

Main Idea

"Making Strategy Work: Leading Effective Execution and Change" by Lawrence G. Hrebiniak addresses a critical gap in the field of management: the execution of strategy. While many leaders and managers are proficient in formulating strategies, executing them effectively is a significant challenge. Hrebiniak argues that successful execution is not only crucial but often more challenging than strategy formulation itself. He provides a detailed process model that covers all aspects of execution, from organizational structure and culture to power dynamics and incentives, highlighting the importance of a holistic and disciplined approach to bring strategies to life.

Table of Contents

1. Strategy Execution is the Key
2. The Execution Challenge
3. Overview and Model: Making Strategy Work
4. The Path to Successful Execution: Good Strategy Comes First
5. Organizational Structure and Execution
6. Managing Integration: Effective Coordination and Information Sharing
7. Incentives and Controls: Supporting and Reinforcing Execution
8. Managing Change
9. Managing Culture and Culture Change
10. Power, Influence, and Execution

Analysis and In-depth Explanation

1. Strategy Execution is the Key

Hrebiniak starts with a fundamental assertion: execution is a disciplined, coherent set of activities that are crucial for realizing strategic goals. He emphasizes that while formulating a good strategy is essential, it is the execution that ultimately determines success. Execution involves not just the alignment of resources but also ensuring that every level of the organization understands and acts towards the strategic objectives.

He uses the example of Southwest Airlines to illustrate how a series of consistent and integrated activities can create a competitive advantage that is hard to replicate. The airline's practices, such as no baggage transfer, no meal service, and quick turnarounds, are all part of a low-cost strategy that competitors find challenging to imitate due to their commitment to different operational models.

“Execution is not only about doing things right; it’s about doing the right things in a way that integrates them into a coherent whole.” — Lawrence G. Hrebiniak

2. The Execution Challenge

Despite its importance, Hrebiniak notes that execution is often poorly handled. Several factors contribute to this, including a traditional focus on planning over execution in management training and a tendency to delegate implementation to lower levels without adequate oversight or involvement from top management. This disconnect can lead to a lack of ownership and accountability, which are crucial for successful execution.

Hrebiniak outlines eight specific challenges to execution: