✍ Scribed by Uwe G. Seebacher
No coin nor oath required. For personal study only.
The Template-based management (TBM) approach has been used since 2003 across the world in diverse contexts. It has evolved hand-in-hand with the evolution of business: Agile, Blueprints, Canvas, Design Thinking, or Kanban are only few of the many current concepts based on the approach. This book expands and upgrades the author's 2003 book 'Template-driven Consulting' (Springer) by tracing this evolution and offering the current state-of-the-art to practitioners.
TBM combines structure and method: pre-structuring diverse processes, it helps to present complex activities and procedures in a simple, clear, and transparent manner and then implement them. The use of TBM ranges from conception or creative work in agencies to designing organizations and strategies, planning and monitoring initiatives and projects, to innovation management and optimizing cost structures, processes, or entire departments and divisions. The book also demonstrates how successful organizations use TBM to methodically and structurally apply the internal know-how in a cost and time-optimal way for attaining sustainable business success. Readers will learn to apply and use TBM, identify its importance, and benefit from a variety of case studies that illustrate the application and use for the entire business and management practice.
Preface
What Is Today´s Economic Challenge?
Did the Technical Challenge Change?
Preface to This New Edition
How Could Kondratjew Know It Already By Then?
Why Not Only Agile and Kanban Are Using Templates
What Is the Decisive Foundation for Everything?
Contents
About the Author
1: Template-Based Management: At a Glance
1.1 What Are We Talking About?
1.2 Inspired by the Burst of the New Economy Bubble
1.3 About the Emergence of TBM
1.4 Getting Into Methodological and Structural Competences
1.5 What Means Capacity for Abstraction?
1.6 The Dual-level Coaching is Developing
1.7 Why Thriving Facilitating Organizational Learning?
1.8 What Does the Methodology Look Like?
1.9 What Are the Benefits of TBM?
1.10 What Is the Conclusion?
2: Template-Based Management: An Introduction
2.1 Introduction
2.2 What Are the Origins of TBM?
2.3 What Means TBM, Templater, and Templee?
2.4 The TBM Process
2.5 What You Should Know About Templater and Templee
2.6 What Is the Background of TBM?
You May Ask, Why This Was Necessary
2.7 What Are the Objectives of This Book?
2.8 How Is This Guide Structured?
2.9 What Is in for You?
2.9.1 The Benefits for Business Managers
2.9.2 The Benefits for Human Resource Managers
2.9.3 The Benefits for Consultants
2.9.4 The Benefits for Students
2.10 What This Chapter Was About
3: On the Urgency of Management Reorientation
3.1 The Contingency Situation
3.1.1 What a Look in the Rear-View Mirror Shows
3.1.2 The Stormy Waters of the New Millennium
3.1.3 Mind Game of Future Scenarios
3.2 The Remocal Economy
3.3 Why The Future Will Be Hybrid
Facts and Figures
3.4 Toward the Triangle of Trust
3.4.1 Authenticity
3.4.2 Empathy
3.4.3 Logic
3.5 The New Green Deal
3.5.1 The Cybersecurity Industry
3.5.2 The As-a-Service Industry
3.5.3 Excursus: The TBM-Based EaaS Calculation Engine
3.5.4 The Ethical Corporation
An Example
3.6 And Change Must Always Start with You
4: What is The New Normal?
4.1 Where Are We Coming From?
4.2 Even Microsoft Had to Hit Refresh
4.3 Why Are Value Chains Always Forgotten?
4.4 The Remocal Economy
4.4.1 About Structures and Methods
4.4.2 Solving The Trust Paradox
4.4.3 How to Make the Intangible Tangible?
4.4.4 How to Overcome the Degradation of Knowledge?
4.5 Predictive Intelligence for the Remocal Economy
4.5.1 Why Struggle with Cost Pressure?
4.5.2 Rent the Stuff and Make the Important!
4.5.3 Why Not Invest in Your Internal Consultants´´?
4.5.4 How to Overcome Resistance
4.6 Why Consulting Will Be Disrupted
Excursus
4.6.1 Have We Learned Nothing from Enron and WorldCom?
4.6.2 Why Hiring Consultants Is Not Sustainable
4.6.3 Why We Should Support The Niche Consultants
4.6.4 Why There Is No Shortcut to Success
4.7 What I Wanted to Tell You
5: The Learning Dimension of TBM
5.1 How Do We Learn?
5.1.1 Where Are We Coming From?
5.1.2 What Is the Theoretical Background?
5.1.3 Why Knowles Delivered Groundwork
5.1.3.1 Classical Conditioning
5.1.3.2 Operant Conditioning
5.1.3.3 Reinforcement
5.1.3.4 Acquisition
5.2 Why Cognitive Social Learning Is Core to TBM
5.2.1 Reinforcement and Vicarious Learning
5.3 Neuro-Linguistic Programming and Its Impact on TBM
5.3.1 What is the Relevance of Individual´s Learning Perspective?
5.3.2 The Individual´s Learning Style
5.3.3 The VAKOG Model
5.3.4 Motivation as Impacting Factor
5.4 How Templates Are Linked with Learning Typologies
5.5 What Are the Challenges of Template-driven Learning?
5.5.1 The Process Stream
5.5.2 The Production Stream
5.5.3 Diversity-driven Challenges
5.6 What Are the Advantages of Template-based Learning?
5.6.1 What Is in for the Individual?
5.6.2 What Is in for the Organization?
5.7 Why Learning with TBM Works
Example:
6: The Process Perspective of TBM
6.1 How to Define Template-based Management?
Definition:
6.2 The Core Steps of Every Problem-Solving Process
6.2.1 Step 1: Problem Definition and Understanding
6.2.2 Step 2: Goal Definition
6.2.3 Step 3: Alternatives for Problem Solution
6.2.3.1 Finding Alternatives
6.2.3.2 Evaluating Alternatives
6.2.3.3 Choosing Alternative(s)
6.2.4 Step 4: Problem-Solving (Delivery)
6.2.5 Step 5: Evaluation
6.3 What Are the Four Organizational Threats?
6.3.1 Threat 1: Information Technology
6.3.2 Threat 2: Strategy
6.3.3 Threat 3: Operations
6.3.4 Threat 4: Human Resources
6.4 What to Learn from the Last Decades?
6.5 Which Are the Four Steps of TBM?
6.5.1 TBM Step 1: Problem Definition and Understanding
6.5.2 TBM Step 2: Process Evolvement and Abstraction
6.5.3 TBM Step 3: Template Generation
6.5.4 TBM Step 4: Project Work Implementation and Facilitation
6.6 What Is So Different About the TBM Process?
7: The Tool Dimension of TBM
7.1 What Is the Definition of a Template?
7.1.1 What Is the Tool?
7.1.1.1 Autonomous Delivery
7.1.2 What Are the Origins of Templates?
7.1.3 Which Are the Key Elements of Efficient Templates?
7.2 How to Generate the Templates?
7.2.1 How to Develop the Draft?
7.2.2 What to Do for the Pretesting Session?
7.2.3 How Does the Fine-Tuning Look Like?
7.3 What Template Typologies and Different Types Are There?
7.3.1 What Are Managerial Templates?
7.3.2 The Planning Type
7.3.3 The Organizing Type
7.3.4 The Leading Type
7.3.5 The Controlling Type
7.3.6 How to Distinguish Process or Content Templates?
7.3.7 When to Use Result Templates?
7.4 What Is the Key Message Regarding the Tool?
8: The TBM Skills Triad
8.1 What Is the TBM Skills Triad?
8.2 Why Do We Need Abstraction Ability?
8.2.1 How to Leverage Organizational Problems
8.2.2 How Does Process of Problem-Solving Look Like?
8.2.3 How to Recognize Specific Thinking Typologies?
8.2.4 How to Understand Key Levers?
Tip
8.3 What Means Dual-Level Coaching?
8.3.1 How to Not Act as a Consultant
8.3.2 Why We Have to Listen Again
8.3.3 What Does It Take to Apply DLC?
8.3.4 Want to Be a Sports Coach?
8.3.5 What Are the Advantages of DLC?
8.3.6 Carefully Always Check on Your Level!
8.3.7 What Is About Traditional Management Training?
8.3.8 Keep on Challenging Your Templaters and Templees!
8.4 What Does Generic Process Thinking Mean?
8.4.1 What Are the Conventional Process Thinking Typologies?
8.4.1.1 Challenges for Enlarging Conventional Process Thinking
8.4.1.2 Solution-Process Evolvement
8.4.2 The Development of Causality Chains
8.4.3 Process Abstraction and Transformation
8.5 Talking About the ACT-Code for TBM
9: TBM in Innovation Management: Case Study Chemicals/Pharma Industry
9.1 Description of the Client
9.2 The Contingency Situation
9.2.1 Industry Situation
9.2.2 Client´s Situation
9.3 Problem Definition and Understanding
9.4 Process Evolvement and Abstraction
9.5 Template Generation
9.6 Project Work Implementation
9.7 Quantitative and Qualitative Project Results
10: TBM in Process Reengineering: Case Study Services Industry
10.1 Description of the Client
10.2 The Contingency Situation
10.2.1 Industry Situation
10.2.2 Client´s Situation
10.3 Problem Definition and Understanding
10.4 Process Evolvement and Abstraction
10.5 Template Generation
10.6 Project Work Implementation
10.7 Quantitative and Qualitative Project Results
11: TBM in Organizational Development: Case Study Financial Service Industry
11.1 Description of the Client
11.2 The Contingency Situation
11.2.1 Industry Situation
11.2.2 Client´s Situation
11.3 Problem Definition and Understanding
11.4 Process Evolvement and Abstraction
11.5 Template Generation
11.5.1 Template Structuring
11.5.2 Template Completion Process
11.5.3 Template-Driven Monitoring Process
11.5.4 Template-Driven Costing Process
11.6 Project Work Implementation
11.7 Quantitative and Qualitative Project Results
11.8 The Future
11.9 Resume
12: TBM for a B2B Marketing Department: Case Study SME
12.1 Description of the Client
12.2 The Contingency Situation
12.2.1 Industry Situation
12.2.2 Client Situation
12.3 Problem Definition and Understanding
12.4 Process Evolvement and Abstraction
12.5 Template Generation
12.6 Project Work Implementation
12.6.1 Who Will Actually Use This Library?
12.6.2 The Process Mapping Workshop
12.6.3 TBM for Unleashing Innovations
12.6.3.1 The Way to Predictive Intelligence
12.6.3.2 Quest for New Tools
12.6.3.3 Key Performance Indicators
12.6.3.4 Data Tracking and Integration
12.7 Quantitative and Qualitative Project Results
12.8 More for Less with TBM
13: TBM for Technical Sales: Case Study Manufacturing Industry
13.1 Description of the Client
13.2 The Contingency Situation
13.3 Problem Definition and Understanding
13.3.1 Sales Partner Management at Random
13.3.2 The Channel Success Manager
13.4 Process Evolvement and Abstraction
13.5 Template Generation
13.6 Project Work Implementation
Example:
13.6.1 Sales Partner Incentive as a Win-Win
Example:
13.6.2 The Sales Partner Journey
13.7 Quantitative and Qualitative Project Results
13.8More Than We Had Ever Dreamed of!´´
14: TBM for Business Intelligence: Showcase High-Tech Industry
14.1 Description of the Client
14.2 The Contingency Situation
14.3 Problem Definition
14.3.1 Top Management with Only Few Highlights
14.3.2 Management Survival Through Luck
14.4 Process Evolvement and Abstraction
Tip
14.5 Template Generation
Tip
14.6 Project Work Implementation
14.7 Quantitative and Qualitative Project Results
14.7.1 Short-Term Net-Working Capital Optimization
14.7.2 Mid-Term Market Development Optimization
14.7.3 Long-Term Application of Predictive Intelligence
14.8 Why a Glass Ball Is Not Needed
15: What You Can Achieve With TBM
15.1 Where Are We Coming From?
15.2 How Can We Increase the Internal Value Creation?
15.3 For What Do We Need New Skills?
15.4 Why Not Really Thrive for Knowledge Transfer?
15.5 Why to Leverage Teams and Teamwork?
15.6 Is This How to Overcome Shortsightedness and Silo-Thinking?
15.7 How Can TBM Leverage Motivation?
15.8 What Is Really in for Me?
16: The Theorem on TBM
Further Reading
Index
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