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Can Two Rights Make a Wrong?: Insights from IBM’s Tangible Culture Approach
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Can Two Rights Make a Wrong?: Insights from IBM’s Tangible Culture Approach
by Research With Contributors from IBM Business Consulting Services and Institute f
Can Two Rights Make a Wrong?: Insights from IBM’s Tangible Culture Approach
Title Page
Copyright Page
Contents
Foreword
Preface
Acknowledgments
About the Author
Contributing Authors
Section I: The Basics
1. Introduction—An Overview of Tangible Culture
2. We Can’t Do This the Traditional Way—IBM’sw Acquisition of PricewaterhouseCoopers Consulting
3. Traditional Approaches to Culture Transformation—How Others Have Dealt with the Challenge
4. How to Get to the Right Place the Right Way—Outcome Narratives
5. The Good Thing That Can Cause Big Trouble—Right vs. Right
6. The Unseen Hand That Propels Organizational Action—Business Practices
7. Putting It All Together—The Business Practices Alignment Method
Section II The Application
8. Mergers and Acquisitions—Managing the Common Sources of Culture Clash
9. Alliances—Finding Ways to Leverage Your Collective Capabilities
10. Major Restructuring—Gaining Sustained Value from Your Reorganization
11. Major Transformation—Addressing Your Plan’s Hidden Barrier
12. Key Decisions and Everyday Business—Extending Tangible Culture Into the Operational Parts of Your Business
Section III The Projects
13. The Co-operators—Using Business Practices to Clarify Expectations
14. Sales Pipeline—Using Right vs. Right to Differentiate Issues
Epilogue
About the Contributors
Index
Footnotes
Chapter 1
Chapter 2
Chapter 3
Chapter 4
Chapter 5
Chapter 6
Chapter 7
Chapter 8
Chapter 9
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To Hal and Ora Moulton for giving me a lifetime of encouragement.
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