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Execution-MiH Encyclopedia →
Execution Making-it-Happen
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SECTION - Discipline of Execution |
Execution has been considered as the weakest link in the success of an organization. However, it has still not evolved as a formal measurable discipline. Unlike other disciplines (like Quality, Business Process Management, Project Management), 'Execution' is highly conspicuous by its absence in the education, training, certification, assessments, maturity models, tools-techniques and other channels which are typical of any formal discipline. This section sets the context by explaining on 'What is Execution?', 'How it is different from other disciplines?', 'What are the components of Execution-Making it Happen?'.
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Chapters
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This is the starting chapter of the entire encyclopedia on 'Execution- Making it Happen'. It sets the context of what Execution is and what it is not. It shares the paradox of why Execution is not a discipline, inspite of it being most critical to the success of an organization.
Topics in this chapter : What is Strategic Execution Management? → Strategic Execution Issues → Strategic Execution success drivers → Execution Management organization readiness →
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This chapter provides a clarity on how Execution-Making it Happen is different from other known disciplines. It shares the differences in scope & perspective vis-a-vis project management, quality and performance management.
Topics in this chapter : Execution- Making it Happen' vis-a-vis Project Management → Execution- Making it Happen' vis-a-vis Six Sigma → Execution- Making it Happen' vis-a-vis Employee Performance and Leadership → Execution- Making it Happen' vis-a-vis 'Meeting Business Plan →
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Execution has lot to do with making-it-happen in an imperfect, uncertain and insecure world. A fair proportion of our intellectual property has content, techniques and tools on how organizations can achieve results in a high-flux environment. This chapter shares the realities of today's business environment, which will get more acute with time.
Topics in this chapter : Speed of Change → Intensity of Change → Unimaginable stress on Cash and Cost → Beyond Control Environment →
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This chapter shares some fundamental necessities for Execution-Making it Happen to grow as a formal discipline in an organization. It talks about having 'doer' culture, execution-focused leadership competencies, execution being a universal discipline and governance around building execution discipline.
Topics in this chapter : Universalization of Execution → Discipline of Execution and Execution of Discipline → Execution Oriented Culture- Thinking vs. Doing Organization → Execution Oriented Leadership Competencies → Entrepreneurship as fundamental Organization Value →
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All Sections in " Execution Making-it-Happen ."
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