by Larry Bossidy and Ram Charan
Bossidy and Charan argue that execution is a discipline integral to strategy, not a tactical afterthought, and that it rests on three core processes: people, strategy, and operations, linked by robust dialogue. Drawing on Bossidy's tenure at AlliedSignal and Honeywell, they show how leaders who fail to engage personally in these processes deliver plans that never become results.
In this collection, Execution: The Discipline of Getting Things Done references 3 other books.
It draws on The Effective Executive, Built to Last and Good to Great.
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The books Charan references and why each one mattered to the argument.
Bossidy and Charan repeatedly invoke Drucker's Effective Executive framework on setting priorities and making decisions stick, treating Drucker as the intellectual grandfather of the execution discipline
Reference Collins and Porras's Built to Last when arguing that enduring great companies differ from peers primarily in how ruthlessly they link strategy to operational reality
Engage with Collins's Good to Great on disciplined people and disciplined action, aligning their three-process model with Collins's findings on Level 5 leadership and culture of discipline
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