Does that sort of executional culture always translate into something the external marketplace recognizes?
BOSSIDY: Not always, but in a lot of cases, yes. Take GE. With its very different product lines, the one thing that threads through GE is an execution culture. That dependability and reliability — its ability to deliver — gave its stock a high multiple. So in that case, and in Dell’s case, an execution culture may well be a brand. S+B: You devote almost no space in Execution to Wall Street. BOSSIDY: We purposely omitted Wall Street. There’s a hundred books on it. If we were to write a chapter on Wall Street, it would have been critical [of it]. S+B: But in your life at AlliedSignal and Honeywell, one thing that distinguished you was always hitting your targets. You’re considered one of the masters at managing Wall Street’s expectations. BOSSIDY: If you make your commitments, Wall Street is easy to manage. If you don’t, it’s impossible to manage. Seven Essential Behaviors S+B: You and Ram Charan, your coauthor, state that there are seven essential behaviors for an “executional executive
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