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| Foreword | |
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| Preface | |
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| Acknowledgments | |
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| About the Author | |
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| Contributing Authors | |
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| The Basics | |
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| Introduction-An Overview of Tangible Culture | |
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| Will You Find Value in This Book? | |
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| Why Did IBM Decide to Write This Book? | |
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| Is Culture Really That Important? | |
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| What Happens If Culture Is Not Addressed? | |
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| What Makes This Approach to Culture Tangible? | |
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| What's in Tangible Culture? | |
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| We Can't Do This the Traditional Way-IBM's Acquisition of PricewaterhouseCoopers Consulting | |
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| The Acquisition | |
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| Getting Started | |
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| Change and Culture Workstream | |
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| Risk Assessment | |
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| Stakeholder Assessment | |
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| As-Is Culture Assessment | |
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| High-Level To-Be Culture Dimensions | |
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| Vision and Operating Principles | |
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| To-Be Culture Blueprint and Transition Approach | |
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| Leadership Model | |
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| Geography and Workstream Interlock | |
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| Climate Checks | |
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| Combined Work Effort | |
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| The Debate | |
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| Our Results | |
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| Traditional Approaches to Culture Transformation-How Others Have Dealt with the Challenge | |
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| Values Approach | |
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| Principles Approach | |
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| Behaviors Approach | |
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| Attributes/Characteristics Approach | |
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| Combinations | |
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| Effectiveness of Traditional Approaches | |
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| How to Get to the Right Place the Right Way-Outcome Narratives | |
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| What's the Problem? | |
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| How Were Outcome Narratives Developed? | |
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| How "New" Are Outcome Narratives? | |
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| Definitions | |
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| Examples | |
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| Benefits | |
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| Application | |
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| The Good Thing That Can Cause Big Trouble-Right vs. Right | |
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| What's the Problem? | |
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| How Was Right vs. Right Discovered? | |
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| Definitions and Examples | |
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| How "New" Is Right vs. Right? | |
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| Benefits | |
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| Application | |
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| The Unseen Hand That Propels Organizational Action-Business Practices | |
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| What's the Problem? | |
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| How We "Discovered" Business Practices | |
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| Definitions | |
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| Examples | |
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| How "New" Are Business Practices? | |
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| Benefits | |
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| Application | |
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| Putting It All Together-The Business Practices Alignment Method | |
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| Business Practices Alignment Method | |
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| If We Could Do It Over Again | |
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| Because Hindsight Is 20/20 | |
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| Benefits | |
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| The Application | |
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| Mergers and Acquisitions-Managing the Common Sources of Culture Clash | |
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| Business Challenges | |
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| Culture Challenges | |
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| Handling Related "People" Risks | |
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| Applying Tangible Culture to Due Diligence | |
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| Applying Tangible Culture to Integration | |
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| Example | |
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| Work Steps | |
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| Benefits | |
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| Alliances-Finding Ways to Leverage Your Collective Capabilities | |
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| Business Challenges | |
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| Culture Challenges | |
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| Handling Related "People" Risks | |
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| Applying Tangible Culture to Research/Negotiation Phase | |
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| Applying Tangible Culture to Leverage Phase | |
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| Example | |
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| Work Steps | |
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| Benefits | |
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| Major Restructuring-Gaining Sustained Value from Your Reorganization | |
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| Business Challenges | |
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| Culture Challenges | |
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| Handling Related "People" Risks | |
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| Applying Tangible Culture to Shared Services | |
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| Example | |
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| Work Steps | |
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| Partnering with Internal Customers | |
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| Benefits | |
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| Major Transformation-Addressing Your Plan's Hidden Barrier | |
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| Business Challenges | |
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| Culture Challenges | |
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| Handling Key "People" Risks | |
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| Applying Tangible Culture to Transformation | |
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| Example | |
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| Work Steps | |
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| Benefits | |
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| Key Decisions and Everyday Business-Extending Tangible Culture Into the Operational Parts of Your Business | |
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| Evaluating Strategic Options | |
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| Building an Entrepreneurial or Start-Up Venture | |
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| Testing a Vision or Future-State Definition | |
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| Selecting and Implementing Best Practices | |
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| Selecting and Implementing Technology | |
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| Measuring Performance | |
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| Hiring Practices (and the Flip Side, Job Search) | |
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| Operating Globally | |
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| The Projects | |
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| The Co-operators-Using Business Practices to Clarify Expectations | |
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| The Company | |
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| CRM at the Co-operators | |
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| The CRM Culture Challenge | |
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| Stakeholder Strategies | |
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| CRM Key Focus Areas | |
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| Operating Principles | |
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| Business Practices | |
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| Going Deeper on Business Practices | |
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| Progress To-Date | |
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| How Tangible Culture Has Helped | |
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| Sales Pipeline-Using Right vs. Right to Differentiate Issues | |
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| Collaborate for Growth Initiative | |
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| The Sales Pipeline Project | |
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| Choosing the Right vs. Right Technique | |
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| Applying Right vs. Right | |
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| Analyzing the Data Collected | |
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| Benefits | |
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| Epilogue | |
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| About the Contributors | |
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| Index | |