Section III: The Projects

Chapter 13    The Co-operators—Using Business Practices to Clarify Expectations

Chapter 14    Sales Pipeline—Using Right vs. Right to Differentiate Issues

This section includes some Tangible Culture project examples. As we mentioned in Chapter 1, “Introduction—An Overview of Tangible Culture,” these concepts are still “proving,” but many have gained benefits from applying them. Space does not permit us to share how Right vs. Right was used to resolve a persistent business model debate, how Business Practices and Right vs. Right rectified frustrating terminology differences, or how IBM has integrated Tangible Culture into its own acquisition playbook. However, we can share two situations that embody creative uses of the concepts—and remember that Chapters 8 through 11 (“Mergers and Acquisitions—Managing the Common Sources of Culture Clash,” “Alliances—Finding Ways to Leverage Your Collective Capabilities,” “Major Restructuring—Gaining Sustained Value From Your Reorganization,” and “Major Transformation—Addressing Your Plan’s Hidden Barrier,” respectively) also include our consolidated experiences. The cases are purposefully short and targeted at providing ideas about tailoring the concepts to meet specific needs.