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

Overview

Nowadays, nearly every business leader recognizes the crucial importance of culture. But, in many organizations, attempts to handle culture issues remain "squishy," unfocused, and unlikely to bring any value or results. Now, IBM's leading experts reveal the way to make culture tangible to everyone involved-and how to effectively deal with a variety of culture challenges.

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?: Insights from IBM's Tangible Culture Approach

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Overview

Nowadays, nearly every business leader recognizes the crucial importance of culture. But, in many organizations, attempts to handle culture issues remain "squishy," unfocused, and unlikely to bring any value or results. Now, IBM's leading experts reveal the way to make culture tangible to everyone involved-and how to effectively deal with a variety of culture challenges.

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.

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Editorial Reviews

Soundview Executive Book Summaries
Though many leaders recognize the importance of culture, a number of companies have a difficult time making culture tangible. Enter Can Two Rights Make a Wrong? Insights from IBM's Tangible Culture Approach, in which lessons derived from the company's $3.5 billion acquisition of Pricewaterhouse-Coopers Consulting are provided. Reger, who works with IBM on integration, offers her readers the competitive advantage of understanding culture and making it a tangible asset. Copyright © 2006 Soundview Executive Book Summaries
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Product Details

  • ISBN-13: 9780131732940
  • Publisher: IBM Press
  • Publication date: 3/31/2006
  • Edition description: 1ST
  • Pages: 304
  • Product dimensions: 6.10 (w) x 9.10 (h) x 1.20 (d)

Meet the Author

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.

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Table of Contents

Foreword xxi

Preface xxiii

Acknowledgments xxv

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

Epilogue 251

Appendix: About the Contributors 255

Index 268

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Sort by: Showing all of 2 Customer Reviews
  • Posted November 3, 2009

    A most practical guide to Culture Transformtation

    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  No   Report this review
  • Posted October 19, 2009

    more from this reviewer

    Hands-on guide on merging corporate cultures during M&As

    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  No   Report this review
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