Putting Strategy to Work

The Blueprint for Transforming Ideas into Action

Eddie Obeng

Publisher: Pitman Publishing, 1996, 237 pages

ISBN: 0-273-60265-9

Keywords: Change Management, Project Management

Last modified: Jan. 22, 2014, 2:32 p.m.

Addresses change and the fact that the only way we seem to be able to control it is through a program of projects. It identifies the main areas of knowledge required to ensure your success, covering all of the techniques for successful program management.

  • Part I: Putting Strategy to Work
    1. All hell is breaking loose!
    2. In the land of the blind…
    3. The first skill: 'New World' strategy
    4. Its the People, Stoopid!
    5. The second skill: Invisible Leadership
    6. Managing Change in Chunks
    7. The third skill: Leading Project Leaders
    8. The End of the Beginning
  • Part II: The Blueprint for Transforming Ideas Into Action
      • Introduction
      1. Understanding 'New World' Strategy
        1. Change: making mantra into magic
          1. What is change?
          2. The change challenge
          3. What kind of change is it?
          4. Changing attitudes to change
        1. Recipes for sucess
          1. Resisting the irresistible
          2. Big Blue's recipe
          3. Mr Sloan's recipe
          4. Understanding the recipe
          5. Does your organisation have a recipe?
        2. Strategy: the all-embracing S Word
          1. What is strategy?
          2. The great strategic deception
          3. Fitness freaks
          4. From paradigm to paradox
          5. The shortening of time
          1. Are all strategic problems the same?
        3. What should we change?
          1. Wholesale change or surgery?
          2. Where are your money making loops?
          3. What are the business anchors?
      2. Invisible Leadership
        1. Personal leadership
          1. Do you really want to be an invisible leader?
          2. TIT-FOR-TAT Personal strategies
        2. Understanding Stakeholders
          1. Constituencies of stakeholders
          2. Constituency analysis
          3. Constituency mapping
          4. Stakeholder mapping
        3. Managing the human process
          1. Getting to the bottom of things… Getting them to the answer without telling!
          2. Failing people
          3. Communicating the message
          4. From rational to emotional
          5. Gaining Buy in and Developing a Group understanding
      3. Running programmes of projects
        1. The complex world of modern projects
          1. The project framework
          2. Leading your programme of projects
          3. Choosing project leaders
          4. What skills do project leaders need?
          5. The sponsor relationship
          6. A word on teams
        2. 3.2. Creating your implementation programme
          1. Option 1: Working with existing projects
          2. Option 2: Building a Flock from scratch
          3. Identifying and establishing constraints; current and future
          4. Defining and discovering gaps
          5. Ball juggling and business performance
          6. ​​


Putting Strategy to Work

Reviewed by Roland Buresund

Mediocre **** (4 out of 10)

Last modified: Jan. 22, 2014, 2:17 p.m.

Half the book is a bad fictional story, a la Winnie the Pooh. The second half tries to explain why programmes need to exists. It could be better but it isn't half bad.


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