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Get It Done!
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Table of Contents

Introduction-Making Sense and Taking Action xxi Setting the Stage: What Is It about Execution That Demands So Much Attention? And Why Now?, xxi What's in the Book?, xxv What This Means to You, xxx 1 The DNA of Consistent Execution 1 Setting the Stage: Getting Stuff Done Quickly, Effectively, Consistently, 3 Extent of the Challenge: Why Is This So Hard?, 7 Common Challenges to Getting Stuff Done, 8 Facing the Challenge: Bridging the Semantic Disconnect, 12 Answering the Question of How, 18 The Semantic Stack as Insight and Action, 20 Detailing the Stack, 25 Making It Real: Executing Over and Over Again, 28 What This Means to You, 29 2 Maps, Models, and Action-Blueprinting Your Business 37 Setting the Stage: Rippling Changes, Crippling Impacts, 39 Extent of the Challenge: Beware the Red Queen, 42 Facing the Challenge: Maps-as-Models, 45 Maps and Models-for Insight and Action, 47 The Business Blueprint-The "Where's Waldo" of Your Organization, 48 Business Blueprinting-The "What's Waldo Doing" in Your Organization, 51 Understanding the DNA-What Connects with What, Where, When, How, and How Much, 54 Bill and Carl's Hurting Hospital Group, 55 Strategy Model, 57 Watch Out for the Bus!-or Else the Company Stops Running, 73 What This Means to You, 73 3 Measurements, Gauges, and Graphs-Doing What's Important 77 Setting the Stage: From Gut Feel to Root Causes, 79 Extent of the Challenge: "Reducing the Number of Bad Outcomes", 80 Facing the Challenge: Defeating the "Corporate Antibodies to Change", 86 Lean Six Sigma-Methods and Madness, 91 Reginald Goes Lean, 98 What This Means to You, 99 4 The Pragmatics of Strategy . . . with Your Head in the Clouds and Your Feet on the Ground 105 Setting the Stage: How to Be "Strategic" Yet Still Get Stuff Done, 107 Extent of the Challenge: What You Don't Know Will Get You, 109 Facing the Challenges: "Go Not into Uncertainty Unaware, and Certainly Not Unarmed!", 113 Characterizing Business Uncertainty, 113 Answering the "So What" Question, 120 The "Pragmatics" of Strategy, or Pragmatic Strategy, 120 Creating a New "Outside-In" Strategy, 120 Justifying an "Inside-Out" Operational Strategy, 123 Philippe and Marcus and Scott and Debbie, 128 What This Means to You, 129 5 Business Processes . . . Where Business and Technology Meet 135 Setting the Stage: All Value Is Built in Processes, 137 Extent of the Challenge: "Doing More with More", 142 Facing the Challenge: Mutual Visibility/Useful Action, 146 Process Optimization Leads the Way, 148 Optimizing for What?, 151 Mutual Understanding, 152 What to Do, Where, and How Much, 153 Shared Vocabulary, Interdependent Actions, 156 Tools to Get Stuff Done, 158 The Work of Process Optimization, 159 After Optimization, 164 Technology, 164 Organization Design, 164 Change Management, 165 Business Case Development, 165 What This Means to You, 166 6 Next Generation Business Process Outsourcing . . . as Promise and Threat 171 Setting the Stage: An Industry in the Crunch-Beyond the Precipice or into the Chasm, 173 Extent of the Challenge: At a Tipping Point or Just Plain Tipping Over, 174 Facing the Challenge: Decisions Made and Decisions to Make, 180 The Contractual Crunch and the Unintended Consequences of Win-Lose Contracts, 181 Nice New Promises/Same Old Methods, 184 Explaining the Crunch, 187 The Wedge Effect, 187 The Bull's-Eye Effect, 190 The Peak Effect, 193 Returning to the Contractual Crunch, 197 Next-Gen BPO-The Search for the Win-Win Contract, 198 The Semantics of Value-Why We Need to Care, 199 Mutual Visibility-Again, 202 Making the Shift to Value, 207 What This Means to You, 209 In Closing, 214 7 Secure Global Commerce . . . Managing the Tension between "Assured" and "Agile" Commerce 217 Setting the Stage: Mutual Visibility and Mutual Dependency, 219 The Extent of the Challenge: "Here, There, and Everywhere", 222 75 Days, 25 Hands, 222 Operation Safe Commerce: Starting Steps of a Long Journey, 227 Facing the Challenge: Turning the Tension into Harmony, 230 Visibility through Blueprinting, 230 Visible Commerce and Connectivity, 235 It Is a Small World after All, 245 What This Means to You, 246 8 Pragmatic Execution . . . in the Context of Everything Else 255 Setting the Stage: From Being Compelling to Being Useful, 257 Facing the Challenge: Managing the Impossible Decision, 258 Making a Scramble Not a Scramble, 258 Creating Information Advantage, 259 What This Means to You, 262 Afterword 265 The Pragmatics of Getting Work Done: A Perspective from State Street, 265 Notes 271 Index 285 About the Authors 299

About the Author

Ralph Welborn works extensively with industry executives, sales teams, technical teams and strategic alliances throughout the Americas, Europe, and East Asia. He is a Managing Partner of Global Transformation at Unisys Corporation and a former Senior Vice President of Global Solutions and Chief Strategist at BearingPoint. Ralph lives in Westwood, Massachusetts. Vince Kasten is a business advisor in the areas of business transformation, strategic collaboration, software product development, and large-scale systems integration. He is a managing partner of Global Transformation at Unisys Corporation and was formally a Managing Partner of Business Transformation and a Global Head of Applications at BearingPoint. Vince lives in Fanwood, New Jersey.

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