Uwe G. Seebacher

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.

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.

Dieses Buch bringt den aktuellen Erfahrungs- und Wissenstand im B2B-Marketing auf den Punkt. Anhand von aktuellen Beispielen aus der Industrie erfährt der Leser, wie man es im konservativen Umfeld der Industrie schafft, Marketing und dessen Stellenwert auf eine neue, für den nachhaltigen Unternehmenserfolg entscheidende Ebene zu heben. Anhand des Marketing-Reifegrad-Modells des Autors wird erklärt, wie ein Industriegüter-Marketing-Manager die Entwicklung seines Marketing-Teams proaktiv gestalten kann. So wird es möglich, die Marketingabteilung ungeachtet ihrer Größe und ihres Budgets vom unbeachteten, oftmals belächelten Kostentreiber hin zu einem im Unternehmen strategisch positionierten, in alle wichtigen Entscheidungen eingebundenen, wesentlichen Treiber für Umsatz und Vertriebserfolg zu entwickeln.

The goal of this book is to create awareness for a change in mind-set that we will all have to face and go through. The necessity for this new mind­ set is being driven by the situation that a completely new business world, a new reality, is being created at the point where the phenomenon commonly referred to as the "new economy" converges with the well-known old economy. During the very late 1990s, this new reality was being driven by an almost incredible increase in yields in the financial markets, where conventional but value-driven and stable stocks such as Philip Morris, General Electric, or Bayer, did not attract as many investors as before - if we can call some of them investors at all. Companies in the high-tech or the new market segments are all part of the new economy. This new economy has created new business ideas, business models, and a new reality, in which chief executive officers (CEOs) were in the mid twenties and had basically no clue as to what real business is and how much a dollar counts. Now, as this convergence is happening, the painful reality and the business rules of the old economy get us back down to earth. The CEOs become more senior, business plans are validated more carefully, and just having the famous ". com" in your company name does not get you any further or lead you to any of required money.

Template-driven Consulting is a book for managers who have long been searching for a way to cut costs on expensive external business advice. Every day, new stories of companies that have gone belly up or encounter severe financial troubles show up on the front pages of newspapers across the globe. Cost-cutting is again the most pressing issue in organizations - initiating massive layoffs and large-scale reductions in spending on capital goods. Template-driven Consulting (TDC) allows your company to trim down expenses at another source: external consultants. By drawing on the use of templates, TDC at last really brings about the often cited knowledge transfer from consultants to your employees. Applying TDC, your employees are to become your experts, whilst you will see the number of and cost for external consultants decrease tremendously! This book, with its clear structure and hands-on approach, lets you understand the new methodology and will help you in reaping its cost benefits in your company. It provides you all the necessary insights into how consultants are working at your company and how they should be so as not to burn cash by the hour. TDC puts you in the driver's seat and gives you a cutting-edge advantage: empowering your own employees to deliver consulting work usually done by high-priced externals. Template-driven Consulting shows you what you can expect from consultants. Besides, several case studies lay open how business could gain a long-term competitive advantage by applying the TDC methodology.

Template-driven Consulting is a book for managers who have long been searching for a way to cut costs on expensive external business advice. Every day, new stories of companies that have gone belly up or encounter severe financial troubles show up on the front pages of newspapers across the globe. Cost-cutting is again the most pressing issue in organizations - initiating massive layoffs and large-scale reductions in spending on capital goods. Template-driven Consulting (TDC) allows your company to trim down expenses at another source: external consultants. By drawing on the use of templates, TDC at last really brings about the often cited knowledge transfer from consultants to your employees. Applying TDC, your employees are to become your experts, whilst you will see the number of and cost for external consultants decrease tremendously! This book, with its clear structure and hands-on approach, lets you understand the new methodology and will help you in reaping its cost benefits in your company. It provides you all the necessary insights into how consultants are working at your company and how they should be so as not to burn cash by the hour. TDC puts you in the driver's seat and gives you a cutting-edge advantage: empowering your own employees to deliver consulting work usually done by high-priced externals. Template-driven Consulting shows you what you can expect from consultants. Besides, several case studies lay open how business could gain a long-term competitive advantage by applying the TDC methodology.

The goal of this book is to create awareness for a change in mind-set that we will all have to face and go through. The necessity for this new mind­ set is being driven by the situation that a completely new business world, a new reality, is being created at the point where the phenomenon commonly referred to as the "new economy" converges with the well-known old economy. During the very late 1990s, this new reality was being driven by an almost incredible increase in yields in the financial markets, where conventional but value-driven and stable stocks such as Philip Morris, General Electric, or Bayer, did not attract as many investors as before - if we can call some of them investors at all. Companies in the high-tech or the new market segments are all part of the new economy. This new economy has created new business ideas, business models, and a new reality, in which chief executive officers (CEOs) were in the mid twenties and had basically no clue as to what real business is and how much a dollar counts. Now, as this convergence is happening, the painful reality and the business rules of the old economy get us back down to earth. The CEOs become more senior, business plans are validated more carefully, and just having the famous ". com" in your company name does not get you any further or lead you to any of required money.