Without effective execution, no business strategy can succeed. Unfortunately, most managers know far more about developing strategy than about executing it -- and overcoming the difficult political and organizational obstacles that stand in their way. In this book, leading consultant and Wharton professor Lawrence Hrebiniak offers the first comprehensive, disciplined process model for making strategy work in the real world. Drawing on his unsurpassed experience, Hrebiniak shows why execution is even more important than many senior executives realize, and sheds powerful new light on why businesses fail to deliver on even their most promising strategies. Next, he offers a systematic roadmap for execution that encompasses every key success factor: organizational structure, coordination, information sharing, incentives, controls, change management, culture, and the role of power and influence in your business. Making Strategy Work concludes with a start-to-finish case study showing how to use Hrebeniak's ideas to address one of today's most difficult business execution challenges: ensuring the success of a merger or acquisition.

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About the Author

Dr. Lawrence Hrebiniak is a professor in the Department of Management of the Wharton School at the University of Pennsylvania. He has been a member of the Wharton faculty since 1976, and currently teaches courses in strategic management and strategy implementation in the Wharton M.B.A. and Executive Education programs. He held several managerial positions in industry prior to entering academia, and is a past president of the Organization Theory Division of the Academy of Management. For over two years, he was one of five Wharton faculty providing commentaries on the Wharton Management Report, a daily program on the Financial News Network.

His consulting activities and executive development programs focus on strategy implementation, the formulation of strategy, and organizational design, both inside and outside the U.S. Dr. Hrebiniak's clients have included Johnson & Johnson, AT&T, Chemical Bank, Isuzu (Japan), Weyerhauser, Dun & Bradstreet, DuPont, Management Centre (Europe), the Social Security Administration, First American Bankshares, General Motors (U.S., Brazil, Japan, Venezuela), Chase Manhattan, Studio Amrosetti (Milan), and GE.

Dr. Hrebiniak's current research is concerned primarily with strategy implementation, especially the relationships among strategy, structure and performance. He is also interested in strategic adaptation as organizations change over time to remain competitive. He has authored four books, including Implementing Strategy (PHPTR 1984) and The We-Force in Management (Jossey-Bass, Inc. 1994).

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