Template-based Management: A Guide for an Efficient and Impactful Professional 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
	13.8 ``More 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