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Can two rights make a wrong? Insights from IBM's tangible culture approach

Author: Moulton Reger, Sara J. Corporate author:IBM Business Consulting Services ; IBM Research ; IBM Institute for Business ValuePublisher: IBM Press, 2006. ; Pearson Education, 2006.Language: EnglishDescription: 273 p. : Graphs ; 24 cm.ISBN: 9780131732940Type of document: BookBibliography/Index: Includes index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HD6953 .M68 2006
(Browse shelf)
001232861
Available 001232861
Total holds: 0

Includes index

Digitized

Can Two Rights Make a Wrong? Insights from IBM's Tangible Culture Approach 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 Will You Find Value in This Book? 4 Why Did IBM Decide to Write This Book? 5 Is Culture Really That Important? 6 What Happens If Culture Is Not Addressed? 9 What Makes This Approach to Culture Tangible? 10 What's in Tangible Culture? 12 Chapter 2 · We Can't Do This the Traditional Way--IBM's Acquisition of PricewaterhouseCoopers Consulting 17 The Acquisition 18 Getting Started 20 Change and Culture Workstream 22 Risk Assessment 23 Stakeholder Assessment 23 As-Is Culture Assessment 23 High-Level To-Be Culture Dimensions 24 Vision and Operating Principles 24 To-Be Culture Blueprint and Transition Approach 26 Leadership Model 27 Geography and Workstream Interlock 27 Climate Checks 28 Combined Work Effort 28 The Debate 29 Our Results 29 Chapter 3 · Traditional Approaches to Culture Transformation--How Others Have Dealt with the Challenge 33 Values Approach 34 Principles Approach 38 Behaviors Approach 39 Attributes/Characteristics Approach 42 Combinations 45 Effectiveness of Traditional Approaches 45 Chapter 4 · How to Get to the Right Place the Right Way--Outcome Narratives 49 What's the Problem? 50 How Were Outcome Narratives Developed? 52 How "New" Are Outcome Narratives? 57 Definitions 59 Examples 60 Benefits 62 Application 63 Chapter 5 · The Good Thing That Can Cause Big Trouble--Right vs. Right 67 What's the Problem? 68 How Was Right vs. Right Discovered? 72 Definitions and Examples 74 How "New" Is Right vs. Right? 78 Benefits 80 Application 81 Chapter 6 · The Unseen Hand That Propels Organizational Action--Business Practices 85 What's the Problem? 86 How We "Discovered" Business Practices 88 Definitions 90 Examples 94 How "New" Arc Business Practices? 95 Benefits 97 Application 98 Chapter 7 · Putting It All Together--The Business Practices Alignment Method 103 Business Practices Alignment Method 104 If We Could Do It Over Again 107 Because Hindsight Is 20/20 114 Benefits 114 Section II The Application 119 Chapter 8 · Mergers and Acquisitions-- Managing the Common Sources of Culture Clash 121 Business Challenges 122 Culture Challenges 124 Handling Related "People" Risks 126 Applying Tangible Culture to Due Diligence 127 Applying Tangible Culture to Integration 129 Example 130 Work Steps 137 Benefits 141 Chapter 9 · Alliances--Finding Ways to Leverage Your Collective Capabilities 143 Business Challenges 144 Culture Challenges 146 Handling Related "People" Risks 148 Applying Tangible Culture to Research/Negotiation Phase 149 Applying Tangible Culture to Leverage Phase 152 Example 153 Work Steps 158 Benefits 160 Chapter 10 · Major Restructuring--Gaining Sustained Value from Your Reorganization 163 Business Challenges 165 Culture Challenges 167 Handling Related "People" Risks 168 Applying Tangible Culture to Shared Services 170 Example 170 Work Steps 175 Partnering with Internal Customers 178 Benefits 179 Chapter 11 · Major Transformation--Addressing Your Plan's Hidden Barrier 181 Business Challenges 182 Culture Challenges 186 Handling Key "People" Risks 189 Applying Tangible Culture to Transformation 190 Example 191 Work Steps 197 Benefits 200 Chapter 12 · Key Decisions and Everyday Business--Extending Tangible Culture Into the Operational Parts of Your Business 203 Evaluating Strategic Options 204 Building an Entrepreneurial or Start-Up Venture 206 Testing a Vision or Future-State Definition 209 Selecting and Implementing Best Practices 210 Selecting and Implementing Technology 212 Measuring Performance 214 Hiring Practices (and the Flip Side, Job Search) 216 Operating Globally 219 Section III The Projects 225 Chapter 13 · The Co-operators--Using Business Practices to Clarify Expectations 227 The Company 228 CRM at the Co-operators 230 The CRM Culture Challenge 232 Stakeholder Strategies 232 CRM Key Focus Areas 233 Operating Principles 234 Business Practices 234 Going Deeper on Business Practices 235 Progress To-Date 237 How Tangible Culture Has Helped 238 Chapter 14 Sales Pipeline--Using Right vs. Right to Differentiate Issues 241 Collaborate for Growth Initiative 242 The Sales Pipeline Project 243 Choosing the Right vs. Right Technique 244 Applying Right vs. Right 244 Analyzing the Data Collected 246 Benefits 248 Epilogue 251 Appendix About the Contributors 255 Index 268

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