HBR Guide to Executing Your Strategy [Team-IRA]

What You’ll Learn
Contents
Section 1: Getting Started
	Ch. 1: Closing the Chasm Between Strategy and Execution
	Ch. 2: What Is Execution, Exactly?
	Ch. 3: Why Strategy Execution Unravels—and What to Do About It
Section 2: Review the Specifics of Your Strategy
	Ch. 4: Eight Questions to Ask About Your Company’s Strategy
	Ch. 5: Does Your Strategy Have a Spine?
	Ch. 6: What You Lose with Your New Strategy
Section 3: Assess Alignment and Capabilities
	Ch. 7: How Aligned Is Your Organization?
	Ch 8: Design Your Organization to Match Your Strategy
	Ch. 9: Capitalizing on Your Capabilities
	Ch. 10: The Problem with Learning Is Unlearning
Section 4: Communicate Clearly
	Ch. 11: How to Communicate Your Company’s Strategy Effectively
	Ch. 12: Good Leadership Is About Communicating “Why”
	Ch. 13: Be Aware of the Signals You’re Sending
	Ch. 14: Strategy Briefing: An Example
Section 5: Manage Strategic Initiatives
	Ch. 15: How to Prioritize Your Company’s Strategic Projects
	Ch. 16: Six Questions to Ask Before You Begin a Big Project
	Ch. 17: Start Stopping Faster
Section 6: Track Performance and Ensure Collaboration
	Ch. 18: Don’t Let Metrics Undermine Your Business
	Ch. 19: The Two Types of Performance You Should Be Tracking
	Ch. 20: Making Silos Work for Your Organization
	Ch. 21: How to Permanently Resolve Cross-Departmental Rivalries
Section7: When Your Strategy Needs to Change
	Ch. 22: When Shifting Strategy, Don’t Lose Sight of Your Long-Term Vision
	Ch. 23: How to Adapt Your Strategy When Crisis Hits
Index