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Can Two Rights Make a Wrong? Insights from IBM's Tangible Culture Approach

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ISBN-10: 0131732943

ISBN-13: 9780131732940

Edition: 2006

Authors: Sara J. Moulton Reger, IBM Business Consulting Services

List price: $34.99
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The landscape of modern business abounds with mergers and acquisitions, joint ventures, and internal restructuring as companies struggle to differentiate themselves and maintain pace with global changes. Corporate culture can be a key barrier to successful transitions yet has a strong impact on results. This book contains thought leadership from IBM Research to help organizations perceive culture differently - as tangible and transformable. It relates recent discoveries made while addressing the cultural changes necessary to integrate IBM's purchase of PriceWaterhouseCoopers Consulting (PwCC) into an existing IBM business unit of like size. Readers gain cutting-edge insights revealed by IBM…    
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Book details

List price: $34.99
Copyright year: 2006
Publisher: Pearson Education
Publication date: 3/27/2006
Binding: Hardcover
Pages: 304
Size: 6.50" wide x 9.25" long x 1.25" tall
Weight: 1.100
Language: English

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