We begin with the argument that the organizational whole is, in fact, precisely the sum of its parts. "Moving a company forward takes more than a well-formulated strategy and good implementation processes: ultimately it comes down to how well each individual executive gets things done," writes IMD professor Jacques Horovitz on the Swiss business school's website. "Successful execution at an organizational level depends almost entirely on each individual manager executing his or her part promptly and efficiently."
So, then, how do we improve our parts for the good of the organizational whole? Horovitz's ten rules range from the ultra-tactical temporal (create a shared team calendar with clear deadlines and regularly scheduled updates) to the organizationally obvious but often overlooked (no project owner means no progress). Let us just stress that latter point. Even in this heydey of matrixism, "even the best ideas die fast unless someone takes responsibility for putting them into action," as Horovitz puts it. Eight more sounds rules in the full article.
To read the full, original article click on this link: Morning Advantage: 10 Rules for How to Get Things Done - Paul Michelman - Harvard Business Review
