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

Table of Contents

Foreword xxi

Preface xxiii

Acknowledgments xxv

About the Author xxvii

Contributing Authors xxix

 

Section I: The Basics 1

Chapter 1: Introduction–An Overview of Tangible Culture 3

Chapter 2: We Can’t Do This the Traditional Way–IBM’s Acquisition of PricewaterhouseCoopers Consulting 17

Chapter 3: Traditional Approaches to Culture Transformation–How Others Have Dealt with the Challenge 33

Chapter 4: How to Get to the Right Place the Right Way–Outcome Narratives 49

Chapter 5: The Good Thing That Can Cause Big Trouble–Right vs. Right 67

Chapter 6: The Unseen Hand That Propels Organizational Action–Business Practices 85

Chapter 7: Putting It All Together–The Business Practices Alignment Method 103

 

Section II: The Application 119

Chapter 8: Mergers and Acquisitions– Managing the Common Sources of Culture Clash 121

Chapter 9: Alliances–Finding Ways to Leverage Your Collective Capabilities 143

Chapter 10: Major Restructuring–Gaining Sustained Value from Your Reorganization 163

Chapter 11: Major Transformation–Addressing Your Plan’s Hidden Barrier 181

Chapter 12: Key Decisions and Everyday Business–Extending Tangible CultureInto the Operational Parts of Your Business 203

 

Section III: The Projects 225

Chapter 13: The Co-operators–Using Business Practices to Clarify Expectations 227

Chapter 14: Sales Pipeline–Using Right vs. Right to Differentiate Issues 241

 

Epilogue 251

Appendix: About the Contributors 255

Index 268