Can Two Rights Make a Wrong? : Insights from

The landscape of modern business abounds with mergers and acquisitions, joint ventures, and internal restructuring as companies struggle to differentiate themselves and maintain pace with global changes. Corporate culture can be a key barrier to successful transitions yet has a strong impact on results. This book contains thought leadership from IBM Research to help organizations perceive culture differently - as tangible and transformable. It relates recent discoveries made while addressing the cultural changes necessary to integrate IBM's purchase of Price Waterhouse Coopers Consulting (PWCC) into an existing IBM business unit of like size. Readers gain cutting-edge insights revealed by IBM through its patent filing called Business Practices Alignment Methods. This technique provides an actionable way to address cultural change through evaluating business practices and operations.

Sara J. Moulton Reger began the journey of writing this book as the practice executive responsible for IBM Organization Design and Change Management consulting. In 2002, she helped to lead integration of the PricewaterhouseCoopers Consulting acquisition, and later joined IBM Services Research to hone the integration experiences.

Sara has been a management consultant since 1988, specializing in business transformation, organizational change, culture transformation, and governance at IBM and other leading consulting firms. She has published on a variety of topics, including business culture, business complexity, governance, On Demand Business, e-business, communications, project risk management, change management, quality, and financial management. You may contact her at www.tangibleculture.com.

This book includes important contributions from members of IBM Business Consulting Services, IBM Research, and the Institute for Business Value.

Foreword	p. xxi
Preface	p. xxiii
Acknowledgments	p. xxv
About the Author	p. xxvii
Contributing Authors	p. xxix
The Basics	p. 1
Introduction-An Overview of Tangible Culture	p. 3
Will You Find Value in This Book?	p. 4
Why Did IBM Decide to Write This Book?	p. 5
Is Culture Really That Important?	p. 6
What Happens If Culture Is Not Addressed?	p. 9
What Makes This Approach to Culture Tangible?	p. 10
What's in Tangible Culture?	p. 12
We Can't Do This the Traditional Way-IBM's Acquisition of PricewaterhouseCoopers Consulting	p. 17
The Acquisition	p. 18
Getting Started	p. 20
Change and Culture Workstream	p. 22
Risk Assessment	p. 23
Stakeholder Assessment	p. 23
As-Is Culture Assessment	p. 23
High-Level To-Be Culture Dimensions	p. 24
Vision and Operating Principles	p. 24
To-Be Culture Blueprint and Transition Approach	p. 26
Leadership Model	p. 27
Geography and Workstream Interlock	p. 27
Climate Checks	p. 28
Combined Work Effort	p. 28
The Debate	p. 29
Our Results	p. 29
Traditional Approaches to Culture Transformation-How Others Have Dealt with the Challenge	p. 33
Values Approach	p. 34
Principles Approach	p. 38
Behaviors Approach	p. 39
Attributes/Characteristics Approach	p. 42
Combinations	p. 45
Effectiveness of Traditional Approaches	p. 45
How to Get to the Right Place the Right Way-Outcome Narratives	p. 49
What's the Problem?	p. 50
How Were Outcome Narratives Developed?	p. 52
How "New" Are Outcome Narratives?	p. 57
Definitions	p. 59
Examples	p. 60
Benefits	p. 62
Application	p. 63
The Good Thing That Can Cause Big Trouble-Right vs. Right	p. 67
What's the Problem?	p. 68
How Was Right vs. Right Discovered?	p. 72
Definitions and Examples	p. 74
How "New" Is Right vs. Right?	p. 78
Benefits	p. 80
Application	p. 81
The Unseen Hand That Propels Organizational Action-Business Practices	p. 85
What's the Problem?	p. 86
How We "Discovered" Business Practices	p. 88
Definitions	p. 90
Examples	p. 94
How "New" Are Business Practices?	p. 95
Benefits	p. 97
Application	p. 98
Putting It All Together-The Business Practices Alignment Method	p. 103
Business Practices Alignment Method	p. 104
If We Could Do It Over Again	p. 107
Because Hindsight Is 20/20	p. 114
Benefits	p. 114
The Application	p. 119
Mergers and Acquisitions-Managing the Common Sources of Culture Clash	p. 121
Business Challenges	p. 122
Culture Challenges	p. 124
Handling Related "People" Risks	p. 126
Applying Tangible Culture to Due Diligence	p. 127
Applying Tangible Culture to Integration	p. 129
Example	p. 130
Work Steps	p. 137
Benefits	p. 141
Alliances-Finding Ways to Leverage Your Collective Capabilities	p. 143
Business Challenges	p. 144
Culture Challenges	p. 146
Handling Related "People" Risks	p. 148
Applying Tangible Culture to Research/Negotiation Phase	p. 149
Applying Tangible Culture to Leverage Phase	p. 152
Example	p. 153
Work Steps	p. 158
Benefits	p. 160
Major Restructuring-Gaining Sustained Value from Your Reorganization	p. 163
Business Challenges	p. 165
Culture Challenges	p. 167
Handling Related "People" Risks	p. 168
Applying Tangible Culture to Shared Services	p. 170
Example	p. 170
Work Steps	p. 175
Partnering with Internal Customers	p. 178
Benefits	p. 179
Major Transformation-Addressing Your Plan's Hidden Barrier	p. 181
Business Challenges	p. 182
Culture Challenges	p. 186
Handling Key "People" Risks	p. 189
Applying Tangible Culture to Transformation	p. 190
Example	p. 191
Work Steps	p. 197
Benefits	p. 200
Key Decisions and Everyday Business-Extending Tangible Culture Into the Operational Parts of Your Business	p. 203
Evaluating Strategic Options	p. 204
Building an Entrepreneurial or Start-Up Venture	p. 206
Testing a Vision or Future-State Definition	p. 209
Selecting and Implementing Best Practices	p. 210
Selecting and Implementing Technology	p. 212
Measuring Performance	p. 214
Hiring Practices (and the Flip Side, Job Search)	p. 216
Operating Globally	p. 219
The Projects	p. 225
The Co-operators-Using Business Practices to Clarify Expectations	p. 227
The Company	p. 228
CRM at the Co-operators	p. 230
The CRM Culture Challenge	p. 232
Stakeholder Strategies	p. 232
CRM Key Focus Areas	p. 233
Operating Principles	p. 234
Business Practices	p. 234
Going Deeper on Business Practices	p. 235
Progress To-Date	p. 237
How Tangible Culture Has Helped	p. 238
Sales Pipeline-Using Right vs. Right to Differentiate Issues	p. 241
Collaborate for Growth Initiative	p. 242
The Sales Pipeline Project	p. 243
Choosing the Right vs. Right Technique	p. 244
Applying Right vs. Right	p. 244
Analyzing the Data Collected	p. 246
Benefits	p. 248
Epilogue	p. 251
About the Contributors	p. 255
Index	p. 268
Table of Contents provided by Ingram. All Rights Reserved.

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Can Two Rights Make a Wrong? : Insights from IBM's Tangible Culture Approach

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