Making Strategy Work

This thick tome aims to be a complete manual for executing corporate strategy. Due to the large number of questions covered, the author is forced to gloss over some topics and sometimes fails to be very original in his coverage – for example, when he evokes change management methods (chapter 7), corporate culture issues (chapter 8) or how to get employees engaged in strategic execution (chapter 6). However, more than any particular aspect, the overall vision of the underlying issues is what makes this book valuable.
Readers in a hurry may go directly to chapter 2, where the main messages are clustered. The section devoted to the relationship between corporate structure and strategic execution (chapter 4, with the examples of Philip Morris and Johnson & Johnson), as well as the section devoted to power issues (chapter 9), are some of the most interesting parts of the book, and deserve special attention.