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Can Two Rights Make a Wrong? leverages the lessons learned during IBM's $3.5 billion acquisition of ...
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Can Two Rights Make a Wrong? leverages the lessons learned during IBM's $3.5 billion acquisition of PricewaterhouseCoopers Consulting: insight that IBM has crystallized into a powerful methodology for transforming business culture.
The authors introduce "Business Practices," an actionable surrogate for "culture" that business people can identify with, gauge, and act upon. Then, one step at a time, you'll learn how to apply IBM's practical culture transformation techniques in your unique environment. You'll discover common patterns that lead to culture clashes so you can resolve or, better yet, prevent them. You'll learn to clarify your expectations so people really "get" it-and do it. You'll gain the way to measure culture change progress in terms everyone can understand and buy into.
Whether you're involved with M&As, joint ventures, major transformation, internal restructuring, or any other initiative where culture is important, this book can help you take culture from a worrisome risk to a competitive advantage.
About the Author xxvii
Contributing Authors xxix
Section I: The Basics 1
Chapter 1: Introduction–An Overview of Tangible Culture 3
Chapter 2: We Can’t Do This the Traditional Way–IBM’s Acquisition of PricewaterhouseCoopers Consulting 17
Chapter 3: Traditional Approaches to Culture Transformation–How Others Have Dealt with the Challenge 33
Chapter 4: How to Get to the Right Place the Right Way–Outcome Narratives 49
Chapter 5: The Good Thing That Can Cause Big Trouble–Right vs. Right 67
Chapter 6: The Unseen Hand That Propels Organizational Action–Business Practices 85
Chapter 7: Putting It All Together–The Business Practices Alignment Method 103
Section II: The Application 119
Chapter 8: Mergers and Acquisitions– Managing the Common Sources of Culture Clash 121
Chapter 9: Alliances–Finding Ways to Leverage Your Collective Capabilities 143
Chapter 10: Major Restructuring–Gaining Sustained Value from Your Reorganization 163
Chapter 11: Major Transformation–Addressing Your Plan’s Hidden Barrier 181
Chapter 12: Key Decisions and Everyday Business–Extending Tangible CultureInto the Operational Parts of Your Business 203
Section III: The Projects 225
Chapter 13: The Co-operators–Using Business Practices to Clarify Expectations 227
Chapter 14: Sales Pipeline–Using Right vs. Right to Differentiate Issues 241
Appendix: About the Contributors 255
Posted November 3, 2009
An essential guide to a most tangible approach to Culture Transformation, a must read for all those considering on making a positive change to their organisation culture.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted October 19, 2009
Mergers and acquisitions (M&As) are a permanent part of today's business landscape. Firms routinely buy other firms or combine with other companies, or sell off business units to focus on core capabilities. Nevertheless, half of all M&As don't work, often because the companies' corporate cultures clash. IBM organizational change expert Sara J. Moulton Reger discusses how disparate companies can come together successfully after an M&A. She bases her recommendations on the experience she gained in 2002, when IBM acquired PricewaterhouseCoopers Consulting for $3.5 billion. Unfortunately, she does not always explain her story clearly: She tends to bury important points in an avalanche of details, and she never met a buzzword she didn't like. If you can transcend these stylistic infelicities, you will find IBM's approach to this common problem useful, although time consuming. getAbstract recommends this book to executives and managers who are considering or are already involved in M&As.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.