Ruthless Execution: What Business Leaders Do When Their Companies Hit the Wall Review

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Ruthless Execution: What Business Leaders Do When Their Companies Hit the Wall ReviewRuthless Execution
Ignore this book's somewhat overheated title and concentrate on Hartman's core concepts which he develops with meticulous care. He suggests a number of strategies and tactics by which business leaders can respond effectively when they encounter what Hartman calls the "rude awakening that occurs when a company has enjoyed consistently high-level performance, but comes up against some new factor: a downward turn in the economy, a lack of product innovation, growth that occurs too rapidly, a missed market opportunity, or as is most often the case, ineffective execution." Hartman organizes his material within five Parts which consist of a total of 12 individual chapters: Managing Through Tough Times, Leadership: Dealing with Rude Awakenings, How to Play the Game, Breaking Through the Wall, and What It All Means. The focus of Hartman's book is on "business reversals and the need to shepherd business leaders through those reversals because, quite frankly, corporations are passing through a new, more complex, more worrying age. The long and short of it is that it's far more difficult to be a successful business leader today than ever before."
The statistics support Hartman's last observation. In 2001, for example, 257 public companies (with a total of $258 billion in assets) declared bankruptcy. In 2002, another 67 did so. Go back even further to the 43 companies which Peters and Waterman quite properly praised in In Search of Excellence (1982). Most no longer qualify according to the criteria by which they were selected...and several do not exist at all. Scary? You bet.
In Chapter 8, Hartman offers a "Ruthless Execution Checklist" which can be of substantial value to all organizations, regardless of size or nature:
1. Do you have a cost and working capital management program that is driven through the business?
[NOTE: For small companies, the more appropriate question is "Is there a sound reason for the expenditure of each hour and each dollar?"]
2. Do you have a proactive and disciplined approach to identifying and assessing potential acquisitions and divestitures?
[NOTE: For small companies, the more appropriate question is "What should you add to what you now offer? What should you eliminate?"]
3. Do you regularly assess whether the corporate center is adding distinctive value to each business unit?
[NOTE: For small companies, the more appropriate question is "Does everything you do add value to each customer relationship?"]
4. Do you effectively and swiftly manage out non-performers?
[NOTE: Extensive research indicates that, on average, each mishire costs 24 times her or his annual salary. Hire slowly but fire FAST.]
Most organizations now face serious challenges. Many of those organizations will not survive. For their decision-makers, what to do? To his credit, Hartman does not propose a series of specific (one size fits all) answers to that question. Rather, in the final chapter, he includes a "Ruthless Execution Index" with instructions as to how to use it. It remains for each reader to provide correct responses to the 54 statements which comprise the "Index." Once this exercise has been completed, the far greater challenge -- obviously -- is to take appropriate action. Hartman can assist with that process. I also recommend a careful reading of Bossidy and Charan's Execution, Hammer's The Agenda, Collins' Good to Great, and Kaplan and Norton's The Strategy-Focused Organization.Ruthless Execution: What Business Leaders Do When Their Companies Hit the Wall Overview

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