Making Strategy Work

TIMOTHY J. GALPIN is currently the practice leader for human resource strategy at Watson Wyatt Worldwide in Dallas, Texas. He began his professional career after earning a Ph.D. degree in organization development at U.C.L.A. and has since amassed extensive experience in both industry and consulting in North and South America and in Europe. Galpin is the author of The Human Side of Change (Jossey-Bass, 1996) and his work has also appeared in a number of periodical publications, including HR Magazine, Training and Development, Mergers and Acquisitions, the Journal of Business Strategy, and Employment Relations Today.

The next-step book for managers who are charged with implementing their company?s strategies.
 
In this hands-on book, Timothy J. Galpin outlines the steps managers need to take so they can confidently implement corporate strategy within their departments and divisions and throughout their organizations. The author bridges the gap that so often exists between strategy and action, and offers the tools managers need to translate plans into results-oriented strategic change. In addition, this practical book outlines the foundations of strategic planning, presents a conceptual model for making corporate strategy work, and shows how to apply a project perspective to strategy.

The next-step book for managers who are charged with implementing their company?s strategies.

In this hands-on book, Timothy J. Galpin outlines the steps managers need to take so they can confidently implement corporate strategy within their departments and divisions and throughout their organizations.

xi. Walter R. Young
Part One: From Strategic Planning to Sustainable Growth: The Making Strategy Work Model
1. Strategy Easier Set Than Done Strategic Trends- The Impact of Strategy Setting on Implementation Approaches Do Not Work- The Making Strategy Work Model-- Conclusion
2. Strategy Implementation: A Pattern Emerges Utilizing the Influence Systems- Applying Integrated Sets of Influence Systems- The Results Speak for Themselves- Conclusion
Part Two: Realignment and Implementation: A Project Approach
3. Getting Organized and Establishing the Project Project Flow: Six Stages- Project Management- Project Structure- Project Tasks- Project Tracking- Conclusion
4. Clarifying the Business Strategy The Strategy Clarification Team- The Strategy Clarification Process- Implications of Growth Strategies- Conclusion
5. Determining the Necessary Competencies and Behaviors Focusing on Behaviors in Strategy Implementation- The Concept of Competencies- Company-Wide Core Competencies- Tiered Competencies-Conclusion
6. Redesigning the Influence Systems Assessing the Influence Systems-Setting Organizational Alignment Priorities-Alignment Task Forces- Conclusion
7. Comparing Yourself to Others Benchmarking or Best Practices?- The Basic Steps of Benchmarking and Best Practices-Avoiding Benchmarking and Best Practices Pitfalls- Alternative Sources of Information- Conclusion
8. Developing Redesign Recommendations and Implementing the Redesigned Influence Systems Developing the Redesign Recommendations- Implementing the Redesign Influence Systems- Conclusion
9. Measuring the Impact and Redefining the Process Value Versus Efficiency- Beyond Employee Satisfaction- Building Accountability- Course Corrections- Conclusion
10. Putting It All Together Can We Start in the Middle?- It Won't Happen Overnight- Bigger Is Not Better- Common Mistakes- Key Success Factors- Conclusion
Appendix A: Advisory Team Guidebook
Appendix B: Core Team Guidebook
Appendix C: Alignment Task Forces Guidebook

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