Skip to main content
main-content

Über dieses Buch

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.

Inhaltsverzeichnis

Frontmatter

1. Template-Based Management: At a Glance

Abstract
This chapter summarizes the TBM methods, the underlying mechanisms and theories and explores the impact on business and management practice. The chapter elaborates on the urgency for TBM by referring to the advantages of the management model as well as its sustainable effects on the organization as a low cost quick win generator.
Uwe G. Seebacher

2. Template-Based Management: An Introduction

Abstract
This chapter provides general information on Template-based Management (TBM) and its original concept Template-driven Consulting (TDC),
  • How it was evolved.
  • What TDC/TBM stands for.
  • How I shall approach the topic throughout the book.
  • Last but not least, what is in it for you, the reader.
Uwe G. Seebacher

3. On the Urgency of Management Reorientation

Abstract
The purpose of this chapter is to give you a brief insight into and my perception of the latest economic developments of 2020. I shall undertake the humble attempt to bring all the different aspects into one big picture trying to extract some conclusions for the future, and what this means for businesses, their managers, and their employees. What role can the TBM management approach play in such a business environment. Why should TBM create added value to organizations and if so, what are the underlying mechanisms.
I shall try to critically analyze why my book firstly published in 2003 obviously still seems to be more than relevant and useful for today’s business world. I shall reflect my years as an entrepreneur running a publishing and a TBM consulting company as well as my years as a global director for marketing, communication, strategy, and predictive intelligence within a leading international industrial group. This means I shall try to bring together both worlds as owner of businesses and as a top manager in a group with approximately 30,000 people worldwide. I shall critically compare my impressions from both worlds aiming at digging to the core.
Uwe G. Seebacher

4. What is The New Normal?

Abstract
Continuing with the theme of changes that are happening and still required within management, I will outline some of the microlevel issues that have manifested themselves as a result of the dissatisfaction that companies both large and small, and their managers, have voiced during interviews, meetings, and conferences. These changes have gained increasing momentum in the past few years due to the dot.​com bubble, the general downturn in the world economy, and the recent scandals at several very large companies.
The transformations that are on the horizon are many. They range from taking a closer look at how large companies, especially corporations, are run, to the increasing pervasiveness of Information and Communication Technology (ICT) in the workplace and in society. As I wend my way through these topics, I will discuss their impact on the general trend toward the use of smaller, more effective, and more reasonably paid consultancies.
Uwe G. Seebacher

5. The Learning Dimension of TBM

Abstract
The following section provides an overview and an introduction for managers and practitioners to the world of learning theory as the underlying basis for the following sections of the book. Do not get scared. This chapter emphasizes the business-oriented learning aspects as part of the Template-based Management approach, as this approach depends to a large extent on improved learning experiences. A steeper learning curve, and thus better usability of the acquired knowledge is guaranteed.
Uwe G. Seebacher

6. The Process Perspective of TBM

Abstract
It is time to leave our consideration of the background of TBM in order to discuss and evaluate the underlying topics and assumptions. Our focus will now shift to the following questions:
  • What is TBM.
  • What do I as a business manager have to know about TBM.
  • How is TBM different from conventional management approaches to answer this question, it is necessary to understand, from a manager’s point of view, how problem-solving processes overall, and in the areas of Information Technology, Process, and Human Resources Management, are generically similar.
  • What do I have to expect from templaters.
  • What is a template.
  • How can I develop one.
  • What do I need to pay attention to when I do so.
  • How do I have to change when I am applying TBM.
  • What are the benefits of TBM for me as a manager.
All these questions will be answered! Especially for practitioners and managers, this section provides valuable information for dealing with their internal templaters.
In this section you will learn more about the new management approach, enabling you to sustainably optimize the entire operative work as basis for an efficient and impactful professional practice. This means that we are about to jump right into the nucleus of Template-based Management.
Uwe G. Seebacher

7. The Tool Dimension of TBM

Abstract
This section now focuses on the explicit and detailed description of templates as such and their development. I shall provide a detailed definition and also an overview of the historical development of templates. Based on the experience I shall elaborate on key elements of efficient templates and will in detail also refer to potential mistakes and pitfalls. Against this background, I shall then explore the development path of templates, providing a simple guidance on how to effectively develop working templates for any occasion and project situation. The last part of this chapter will aim at introducing different types of templates and relevant typologies.
Uwe G. Seebacher

8. The TBM Skills Triad

Abstract
This chapter provides you as a business manager with more insight into upcoming and required changes in the skills and competency profiles of templaters. You will learn to understand what a templater should bring along to deliver efficient and value-adding services to your department, unit, or company during these times. I will work through the section by comparing current skills and profiles with newly required ones. I will explain the profile changes and end by summarizing core areas of skills and competencies that make state-of-the-art advisors worth the money you are paying them.
Uwe G. Seebacher

9. TBM in Innovation Management: Case Study Chemicals/Pharma Industry

Abstract
The case study represents the prototype of the Template-based Management (TBM) approach. Back in 1997, we were still unaware that we were using an innovative tool that would later have the potential to transform the managerial practice.
Moreover, the actions we took were rather intuitive. It was very much a “gut feeling” that we should use templates as a means to challenge time and budgetary constraints.
Uwe G. Seebacher

10. TBM in Process Reengineering: Case Study Services Industry

Abstract
The following case study involves a process reengineering project we ran at Deloitte Consulting during the first half of 2000. Deloitte Consulting was, to make this clear, one of my employers before I became self-employed. Deloitte was and still is ambitious about continuously fine-tune the internally existing processes and systems in order to deliver best-of-breed services to the clients. Thus, an internal consulting engagement has been set up even to improve the internal flow of documents and information.
Uwe G. Seebacher

11. TBM in Organizational Development: Case Study Financial Service Industry

Abstract
I have already given you a general overview of the insurance industry and the driving forces it is subjected to. Now, however, it is time to take a closer look at one of the big players in this business. With 180,000 employees and 700 subsidiaries in over 70 countries, Allianz Group is not only one of the giants. Rather, it is the biggest insurance company in the world! The following case study involves an organizational development project I conducted at the Allianz department responsible for executives and senior staff, called Allianz Group Human Resources, in 2001 and 2002.
Uwe G. Seebacher

12. TBM for a B2B Marketing Department: Case Study SME

Abstract
This case study describes a one year turn around interim management project in the B2B industry a friend of mine, Rick Evans, realized in 2019 in an international mechanical and engineering group. He was engaged to develop a conventional global B2B “coloring-in” marketing department into a powerful B2B Predictive Profit Marketing organization generating leads, order intake and through this driving the business in the sense of turning the marketing organization from a cost factor into a sales machine. Due to the fact of the team being spread around the world, he had to apply TBM for all activities in order to provide a common set of structures and methods paving the way for totally changing the culture and the mindset of the entire team, by the way, a team of brilliant and very enriching, highly motivated and engaged people. The case study shows each step in regard to what Rick did but also the results that even surprised myself as Rick and his team of templees totally exceeded the expectations.
Uwe G. Seebacher

13. TBM for Technical Sales: Case Study Manufacturing Industry

Abstract
This case study shows how TBM was used as part of a new sales strategy deployment to leverage external salesforce in the area of technical sales. The objective was to realize low-cost quick wins and therefore a fast and powerful process for the entire global external salesforce in the sense of the sales partners such as agents and distributors was required. After only few months this TBM for Technical Sales showed impressive results and can therefore be considered as a blueprint for all small and medium-sized enterprises on how to leverage their entire external salesforce.
Uwe G. Seebacher

14. TBM for Business Intelligence: Showcase High-Tech Industry

Abstract
This case study is a very special case study as it basically consists of three small cases. As such it can be seen as a blueprint on how to develop the hot topic of Big Data within an organization without specific budgets and external agency or consulting support. After a brief description of the Predictive Intelligence Maturity Modell (PIMM) from the author three different operational projects directly show how powerful this TBM-based model for this ever more important topic is and what kind of tangible results can be generated. The case study also elaborates on how to realize low-cost quick wins and describes the threefold efficiency gains that can be realized through this one of a kind step by step TBM model for developing and deploying a predictive intelligence within and for a company.
Uwe G. Seebacher

15. What You Can Achieve With TBM

Abstract
This chapter summarizes the key benefits of this powerful and timeless TBM approach. Doing this, it refers to the hundreds of TDC—how this management model was called initially in the 2003 version of the book—and TBM-based initiatives and projects all over the world. Therefore, this section shall complete this even more comprehensive and hopefully useful guidebook by highlighting the most important tangible and measurable advantages, benefits, and results based on successfully delivered TBM endeavors.
Uwe G. Seebacher

16. The Theorem on TBM

Abstract
Thank you for reading my book. I am humbly grateful that you have used some of your most valuable resources—your time—for spending with me, my lines and thoughts and our case studies. A book is and remains only a book. But in today’s world, a book must also be seen as something sustainable and valuable, especially when printed, and in hardcopy. “Recording is rewarding” which means that books are always also a contemporary witness. They cannot be detached from the time they have been written in.
Uwe G. Seebacher

Backmatter

Weitere Informationen

Premium Partner

    Bildnachweise