Index
A
acquisitions, 122
benefits of, 122
business challenges, 122-124
culture challenges, 124-126
detriments of, 122
due diligence, cultural applications, 127-129
GE (General Electric), successes, 124
Human Resources, planning, 127
integration, cultural applications, 129-136
overcapacity, 123
“people” risks, 126-127
reasons for, 123
success rates, 123
Tangible Culture, benefits of, 141
action plans, prioritized action plans, 136, 156
“adopt and go” strategy, 20
business challenges, 144-146
culture challenges, 146-148
leverage phase
Tangible Culture, 152-157
work steps, 158-160
negotiations, Tangible Culture, 149-150, 152
“people” risks, 148-149
research, Tangible Culture, 149-150, 152
approaches (culture)
attributes/characteristics approach, 42-44
behaviors approach, 39-42
combining, 45
principles approach, 38-39
Right vs. Right approach, 68-72, 82
application of, 81-82
benefits of, 80-81
development of, 72-74
mindsets, 76
originality of, 78-80
policies, 76
priorities, 76
reconciliation session, 78
uneven scale, 74
Theory in Action, 96
traditional approaches, effectiveness, 45-46
values approach, 34-38
Argyris, Chris, 96
as-is culture assessment, BCS (Business Consulting Services), 23
Ashkenas, Ron, 7
attributes/characteristics approach (culture), 42-44
B
Baba, Marietta L., 71
Bailey, George, 29
Bardswick, Kathy, 229
BCS (Business Consulting Services), 19
Change and Culture workstream, 22-23
climate checks, 28
combined work effort, 28
geography and workstream interlock, 27
high-level to-be culture dimensions, 24-25
leadership model, 27
risk assessment, 23
stakeholder assessment, 23
to-be culture blueprint and transition approach, 26-27
vision and operating principles, 24-25
creation of, 19
initial vision for, 19
behavioral gap assessments, 41
behaviors approach (culture), 39-42
Berger, Cindy, 146
Best Practices, selecting and implementing, 210-212
BIS (Business Innovation Services), 18
Bitner, Mary Jo, 166
Blomberg, Jeanette, 95
Bossidy, Larry, 6
Bower, Joseph, 123
Bower, Marvin, 87
BPA (Business Practices Alignment) method, 104-116
benefits of, 114-116
possibilities, 114
Business Consulting Services (BCS), 19
Business Leadership Model, 96
Business Practices, 13, 15, 86, 88, 101, 104, 223, 228, 251-252
benefits of, 97-98
Best Practices, selecting and implementing, 210-212
CRM (Client Relationship Management), 234-237
discovery of, 88-89
elements, 90-93
examples, 94
global operations, 219, 221-222
hiring practices, 216-219
laissez faire approach to, 206
performance, measuring, 214-216
strategies, propelling, 204-205
targeting, 207-208
technology, selecting and implementing, 212-213
business processes, 252
C
Campbell, Alasdair, 238
Campbell, John, 80
Case-Lee, Jenna, 248
categories, culture, 10-12
Cefkin, Melissa, 96
CfG (Collaborate for Growth) initiative, 242-243
Change and Culture workstream, 22
as-is culture assessment, 23
climate checks, 28
combined work effort, 28
geography and workstream interlock, 27
high-level to-be culture dimensions, 24-25
leadership model, 27
risk assessment, 23
stakeholder assessment, 23
to-be culture blueprint and transition approach, 26-27
vision and operating principles, 24-25
characteristics/attributes approach (culture), 42-44
Charan, Ram, 6
charters, transformations, 192
Client Relationship Management (CRM). See CRM (Client Relationship Management)
climate checks, BCS (Business Consulting Services), 28
Co-operators Group Limited, 228-229
CRM (Client Relationship Management), 230-232, 237
culture challenges, 232-237
Tangible Culture, 238-239
Collaborate for Growth (CfG) initiative, 242-243
Collins, Harry, 96
Collins, Mike, 24
combined work effort, BCS (Business Consulting Services), 28
“The Coming Commoditization of Processes,” 252
communications, alliances and partnerships, 149
Competing Values model, 80
Corporate Cultures, 97
Corporate Legends and Lore—The Power of StoryTelling as a Management Tool, 58
CRM (Client Relationship Management), 228
Business Practices, 234-237
Co-operators Group Limited, 230-232, 237-239
culture challenges, 232-237
operating principles, 234
stakeholder strategies, 232-233
culture challenges
alliances and partnerships, 146-148
CRM (Client Relationship Management), 232-237
mergers and acquisitions, 124-126
restructuring, 167-168
transformations, 186-189
culture
deficiencies, consequences, 9-10
perceptions, 86
customers, internal customers, partnering with, 178
Cynefin Framework, 57
D
D’Aveni, Richard, 188
data collection, Right vs. Right technique, analyzing, 246-248
“Day in the Life” narratives, 52, 57
Denison, Daniel, 43
Denison Organizational Culture Survey and Human Synergistic’s Organizational Culture Inventory, 43
Denning, Stephen, 58
desired outcomes (Outcome Narratives), 59
Deters, Dennis, 229
Diagnosing and Changing Organizational Culture, 80
distributed organizational infrastructures, 184
Dockray, David, 24
Don’t Jump to Solutions: Thirteen Delusions That Undermine Strategic Thinking, 189
due diligence, mergers and acquisitions, cultural applications, 127-129
E–F
e-businesses, 183
entrepreneurial ventures, building, 206-209
expectations, Outcome Narratives, 50, 64
benefits of, 62
creating, 63-64
development of, 50-56
elements, 59
examples, 60-62
originality of, 57-59
purposes, 60
extended enterprise networks, 184
free-trade agreements, 145
future-state definitions, testing, 209-210
future-state visioning, transformations, 189
G
game theory, 79
restructuring, 173
transformations, 195
gaps (behaviors), assessments, 41
Garfinkel, Harold, 95
GE (General Electric), acquisition success, 124
geography interlock, BCS (Business Consulting Services), 27
global operations, Business Practices, 219, 221-222
GLOBE (Global Leadership & Organizational Behavior Effectiveness) Study, 9
governance
importance of, 148
restructuring, 169
Grayson, Jack, 90
Groh, Katalina, 58
Grosch, Philip, 231
H
Harris, Anthony, 21
Harrison Culture Assessment, 42
Haspeslagh, Philippe, 124
hiring practices, Business Practices, 216-219
Horn, Paul, 113
Human Resources, mergers and acquisitions, planning for, 127
Hupka, Larry, 22
Hypercompetition, 188
I
IBM
PwCC (PricewaterhouseCoopers Consulting)
integration of, 18-31
purchase of, 18-19
shared knowledge, motivations for, 5
If Only We Knew What We Know, 90
IGS (IBM Global Services), PwCC (PricewaterhouseCoopers Consulting)
addition of, 18
integration of, 18-31
in-scope roles (Outcome Narratives), 59
Institute for Global Ethics, 79
“adopt and go” strategy, 20
mergers and acquisitions, cultural applications, 129-136
workstreams, 20
internal customers, partnering with, 178
interview process, Business Practices, 216-219
J-K
jams, values, 35-36
job searches, Business Practices, 216-219
Johnson, Barry, 79
Kanter, Rosabeth Moss, 57
Kenny, Carolyn, 50
Kerr, Steve, 7
Kluckhorn, Clyde, 86
Kotter, John, 6
Kroeber, Alfred, 86
Kurashige, Hideki, 24
Kusch, Martin, 96
L
Lafley, A.G., 183
“launch and learn” stage of development, 5
Lave, Jean, 96
Leader’s Guide to Storytelling: Mastering the Art and Discipline of Business Narrative, The, 58
leadership model, BCS (Business Consulting Services), 27
leverage phase, alliances and partnerships, 152-157
work steps, 158-160
Liang, Jim, 125
Lueck, Michael, 21
M
MacDonald, J. Randall, 92
“Maintaining Momentum in Mergers”, 124
Markovits, Mike, 40
McCombie, Rick, 238
measured risk taking, 51-52
measuring performance, 214-216
mergers, 122
benefits of, 122
business challenges, 122-124
culture challenges, 124-126
detriments of, 122
due diligence, cultural applications, 127-129
Human Resources, planning, 127
integration, cultural applications, 129-131, 133-136
overcapacity, 123
“people” risks, 126-127
reasons for, 123
success rates, 123
Tangible Culture, benefits of, 141
Moffat, Bob, 87
N–O
Negotiations, alliances and partnerships, 149-152
Neuhauser, Peg, 58
Newberry, Steve, 169
Nickerson, Christopher, 244, 248
O’Reilly, Charles A., 97
On Demand businesses, 183
business challenges, 185
open standards, 144
operating principles
BCS (Business Consulting Services), 24-25
CRM (Client Relationship Management), 234
organization design, restructuring, 168
organizational change management
alliances and partnerships, 149
restructuring, 169
Organizational Culture and Leadership, 10, 86
Outcome Narratives, 14-15, 50, 64, 86, 104-106, 134, 154, 252-253
benefits of, 62
careful wording of, 253
company changes, 132
creating, 63-64
development of, 50-56
elements, 59
examples, 60-62
future-state definitions, testing, 209-210
originality of, 57-59
purposes, 60
restructuring, 172
transformations, 194
visions, testing, 209-210
overcapacity, 123
Pal, Nirmal, 53
partnerships, 161
business challenges, 144-146
culture challenges, 146-148
internal customers, 178
leverage phase, 152-157
work steps, 158-160
negotiations, 149-152
“people” risks, 148-149
research, 149-152
Pelander, Eric, 126
“people” risks
alliances and partnerships, 148-149
mergers and acquisitions, 126-127
restructuring, 168-169
transformations, 189-190
performance, measuring, 214-216
Polarity Management, 79
Practices Charters, 133, 153-154
restructuring, 171-172
PricewaterhouseCoopers Consulting (PwCC)
IGS (IBM Global Services), integration, 18-31
principles approach (culture), 38-39
prioritized action plans, 136, 156
restructuring, 174
transformations, 195-196
progress evaluations, 136, 157-158
restructurings, 174
transformations, 196
Prusak, Larry, 58
Q–R
reconciliation session, Right vs. Right, 78
research, alliances and partnerships, 149-152
business challenges, 165-167
culture challenges, 167-168
governance, 169
internal customers, partnering with, 178
organization design, 168
organizational change management, 169
“people” risks, 168-169
reasons for, 164
shared services, 168
adopting, 165-166
Tangible Culture, 170-174
Right vs. Right approach, 14-15, 68-72, 82, 86, 104, 208, 251
application of, 81-82, 244-245
careful wording of, 253
choosing, 244
data collection, analyzing, 246-248
development of, 72-74
mindsets, 76
policies, 76
priorities, 76
reconciliation, work steps, 139-140
reconciliation session, 78
Sales Pipeline Project, 243-244
uneven scale, 74
risk assessment, 23
risk taking, 51-52
Rohrbaugh, John, 80
role behaviors and actions (Outcome Narratives), 59
Rouse, William B., 189
S
Sacks, Harvey, 95
Sales Pipeline Project, 243-244
Sanford, Linda, 186
Schneider, Benjamin, 35
Schön, Donald, 96
Shape of Actions, The, 96
shared services
adopting, 165-166
restructuring, 168-174
Situated Learning, 96
situation statements (Outcome Narratives), 59
Skillen, Lynn, 238
“skunk works” ventures, 206
stakeholder assessment, BCS (Business Consulting Services), 23
CRM (Client Relationship Management), 232-233
transformations, 189
start-up ventures, building, 206-209
storytelling, Outcome Narratives, 50, 64
benefits of, 62
creating, 63-64
development of, 50-56
elements, 59
examples, 60-62
originality of, 57-59
purposes, 60
Storytelling in Organizations: Why Storytelling Is Transforming 21st Century Organizations and Management, 58
strategic options, evaluating, 204-206
studies, cultural barriers to business, 8-9
T
Talking About Machines, 57
Tangible Culture
acquisitions and mergers, 130-136
benefits of, 141
Co-operators Group Limited, 238-239
establishment of, 21
restructuring, shared services, 170-174
transformations
applying to, 190-196
work steps, 197-199
technology, selecting and implementing, 212-213
Theory in Action approach, 96
to-be culture dimensions, BCS (Business Consulting Services), 24-27
traditional approaches (culture), effectiveness, 45-46
business challenges, 182-186
culture challenges, 186-189
distributed organizational infrastructures, 184
extended enterprise networks, 184
future-state visioning, 189
“people” risks, 189-190
reasons for, 182
stakeholder strategies, 189
Tangible Culture, applying to, 190-196
transition strategies, 190
virtual work, 184
work steps, 197-199
transition strategies, transformations, 190
Travis, Lance, 150
Tribal Warfare in Organizations, 58
Trompenaars, Fons, 78
Tushman, Michael, 97
U-Z
Ulrich, Dave, 7
uneven scale, Right vs. Right, 74
values approach (culture), 34-38
jams, 35-36
virtual work, 184
visions, testing, 209-210
Watchorn, Dan, 230
Watson, Thomas, 35
Weibull, Jorgen, 79
Welch, Jack, 7
Wenger, Etienne, 96
Winning Through Innovation, 97
work steps
alliances and partnerships, leverage phase, 158-160
cultural fit, assessing, 150
mergers and acquisitions, 137, 139-141
restructuring, shared services, 175, 178
workstreams
Change and Culture workstream, 22
as-is culture assessment, 23
climate checks, 28
combined work effort, 28
geography and workstream interlock, 27
high-level to-be culture dimensions, 24-25
leadership model, 27
risk assessment, 23
stakeholder assessment, 23
to-be culture blueprint and transition approach, 26-27
vision and operating principles, 24-25
integration workstream, 20
interlocking, 27
Wright, Robert, 79
Young, Janet, 148