Contents
Chapter 1 
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?
Chapter 2 We Can’t Do This the Traditional Way—IBM’sw Acquisition of PricewaterhouseCoopers Consulting
High-Level To-Be Culture Dimensions
Vision and Operating Principles
To-Be Culture Blueprint and Transition Approach
Geography and Workstream Interlock
Chapter 3 Traditional Approaches to Culture Transformation—How Others Have Dealt with the Challenge
Attributes/Characteristics Approach
Effectiveness of Traditional Approaches
Chapter 4 How to Get to the Right Place the Right Way—Outcome Narratives
How Were Outcome Narratives Developed?
How “New” Are Outcome Narratives?
Chapter 5 The Good Thing That Can Cause Big Trouble—Right vs. Right
How Was Right vs. Right Discovered?
Chapter 6 The Unseen Hand That Propels Organizational Action—Business Practices
How We “Discovered” Business Practices
How “New” Are Business Practices?
Chapter 7 Putting It All Together—The Business Practices Alignment Method
Business Practices Alignment Method
Chapter 8 Mergers and Acquisitions—Managing the Common Sources of Culture Clash
Handling Related “People” Risks
Applying Tangible Culture to Due Diligence
Applying Tangible Culture to Integration
Chapter 9 Alliances—Finding Ways to Leverage Your Collective Capabilities
Handling Related “People” Risks
Applying Tangible Culture to Research/Negotiation
Applying Tangible Culture to Leverage Phase
Chapter 10 Major Restructuring—Gaining Sustained Value from Your Reorganization
Handling Related “People” Risks
Applying Tangible Culture to Shared Services
Partnering with Internal Customers
Chapter 11 Major Transformation—Addressing Your Plan’s Hidden Barrier
Applying Tangible Culture to Transformation
Chapter 12 Key Decisions and Everyday Business—Extending Tangible Culture Into the Operational Parts of Your Business
Building an Entrepreneurial or Start-Up Venture
Testing a Vision or Future-State Definition
Selecting and Implementing Best Practices
Selecting and Implementing Technology
Hiring Practices (and the Flip Side, Job Search)
Chapter 13 The Co-operators—Using Business Practices to Clarify Expectations
Going Deeper on Business Practices
How Tangible Culture Has Helped
Chapter 14 Sales Pipeline—Using Right vs. Right to Differentiate Issues
Collaborate for Growth Initiative
Choosing the Right vs. Right Technique