In any organization the targets are sacrosanct, and they must be met. The process of execution, links the people, strategy and operations. With his realistic involvement, the leader should select and position, right people in the right positions, and motivate them. The book has nine Chapters in three parts. As per Chapter 2, CEO of EDS Company made fundamental changes, shifting focus to the I. T. services, introducing the culture of “can do”, accountability and collaboration, commencing positive discussions, controlling the quality and flow of information (so that the executives could get a total picture of the company), starting of performance based compensation system and training courses for all levels. With all these, EDS could be turned around. Chapter 5 states that, developing the right people is most important. The leader should know his people in the organization. Leader should have the courage to take tough decisions, correctly and in time. It is up to the leader, to bring out the initiative and creativity of the people. Regular follow up and evaluations should be made, which should include the performance in meeting the commitments. As per Chapter 9, all people should have common understanding and assumptions, about the external environment. With change in the conditions, realigning of the multiple priorities and resource reallocation, should be done. Operating plans consist of setting the targets and developing action plans, with the agreement of all the concerned people. These should be kept up-to-date, by periodic reviews, to ascertain the actions required to be taken. With the people having been involved in setting the realistic targets, and linking the rewards to it, it is likely to lead to accountability. This book is easy to understand. It is useful for the CEO’s, managers, executives, academicians, students and the public.