Execution: The Discipline of Getting Things Done Review

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Execution: The Discipline of Getting Things Done Review
My dogged desire to get through this book ruined the first half of a windsurfing vacation in Aruba.
It's very, very dry going, and at the end one wonders what, if anything the authors really had to say.
It sounds on the surface like cutting edge management practice. For instance Bossidy and Charan introduce the concept of "the social software of execution" as a key element for creating the framework for cultural change in the organization. They go on to elaborate, "A key component of software is what we call Social Operating Mechanisms". At this point I was on the edge of my chair, ready to absorb what was being teed up as an idea of potentially transformational impact. So what are Social Operating Mechanisms? The authors go on to explain, "These are formal or informal meetings, presentations, even memos or e-mail exchanges - anywhere that dialogue takes place".
Wow - this is really deep stuff...
One wonders why the authors don't simply refer to communication rather than Social Operating Mechanisms. And, as a separate matter, the lack of literacy is surprising. Since when, for example, are memos and e-mail exchanges places?
Stripped of all of this, what the authors have to say is simple common sense that can be summarized as follows:
*Successful companies have the important ability to get things done (or execute).
*Good leadership (knowing people, setting clear goals, following through, etc.) is a prerequisite of execution.
*Reward systems, communications, and feedback processes need to foster action and provide incentives for getting things done.
*Some people are more capable than others are to get things done. These are the people that should be put in positions of authority in the organization.
*Strategic plans need to reflect the real world and link to operational plans. They also need to be tested for feasibility in the context of the organization's capabilities.
None of this is rocket science, that is until one begins to cloak it in management techno speak such as that described above.
And one more thing. The editor should have had a "robust conversation" with the authors about their overuse of the word "robust". It's really annoying.Execution: The Discipline of Getting Things Done Overview

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