talent programme july 2014

8/11/2019 Talent Programme July 2014

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enabling full potential

copywrite redpill consulting. 2013. All rights reserved.

Our talent program helpsdevelop future leaders tobe able to execute strategy in international environments

our 3 modu le s

1. W or kin g in a di ver se cu l tura l en vironmen t

2. S tra te gic e xecu tion

3. Leader s hi p in in terna tiona

l bu sine s s

CONTACTWorking in a diversecultural environment Strategic execution

Leadership ininternational business

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red pill peoplered pill clents & projects

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Kevin Brownseyhas 28 years experience in the UK and international markets. He has heldmanagement Board positions as Commercial Director, Sales Director, MarketingDirector and HR Director in companies as diverse as Coors Brewers, KompaniaPiwowarska (SABMillerPoland) and Kellogg. Recently Kevin has led the designof a global CRM solution at SABMiller.

Maria Tykalowicz .is a very experienced HR leader. Maria has held HR director roles at Nivea Polskaand both Kronospan and Harper Hygienics on an interim basis. Maria was latterlyDirector of Talent management and Organizational Development at KompaniaPiwowarska (SABMiller-Poland). She has also worked as an independent HRconsultant with several Polish organisations.

Together, we are redpill consulting.

We believe as organisations expand internationally, the biggest challenge theywill face is successful execution of strategy due to the increasingly complex culturalenvironment their business operates in. An Organisations ability to understand theircultural reality and align their strategy to it, whilst adapting practices and leadershipbehaviours that recognise diverse cultural needs, will ultimately enable it to performbest.

redpillpeople



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Organisational talent programmes will need to adapt to different

challenges in the future in order to retain and grow future leaders

Future challenges- Matrix & central structures

- Co-creation of strategy

- International & diverse markets

- Technology enabled processes

- Leader/ follower relationships

- Outsourced task/ function

Past challenges- Exposure to high level strategy

- Retention of talent

- Personal development

- Succession planning

- Vision & values

- Leader centric learning

redpilltalent programme

CONTACTHOMEGO

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strategy to executionModule 3

leadership potential


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The redpill talent programme focusses on three core modules that will equip

leaders with the skills to lead strategic execution in complex cultural enviro

Module 1.

Cultural integration:

- Cultural self-awareness - Culture clashes - Organisational culture & practice

Module 2.

Strategy to execution:

- Developing strategic plans - Ensuring plans are executable - Organisational alignment

Module 3.

Leadership potential:

- Leadership behaviours - Change leadership - Authentic leadership

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Tomorrows leaders will faca complex cultural environmrequiring empathy and sensitivity

Cultural clashes probably accountfor up to 33% of internationalbusiness failures MICHAEL MINKOV

Cultural Diffirences in a Globalizing World 2011 2 days

Module 1



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4

Business implications

An insight into different cultureswill enable you to redefine your approach to:

meetings and communication talent management and recruitment

execution of strategycustomer service

CultureQ

Participants will complete CultureQ, anon-line survey that will compare theirpersonal cultural preferences with theirorganisational reality and their national norm.Competitive advatages of different preferencesin different situations will be explained

1 3Culture clusters and organisations

Participants will understand how culture

dimensions cluster to form types and howthese types apply to organisations

Comparison of cultures

Using Hofstede 5D model to comparenational culture differences and understandwhere and why tensions may exist

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Module 1In module 1 we look at the increasingly complex business world and help your leadersoperate more effectively in an international environment. The program brings thebiggest value to organisations that require from their leaders:

- the ability to balance global strategy with the reality of local markets and cultures - effectively operate in matrix, local and regional structures - to be ready for interational assignments or project work

In our work with participants we will refer to the Hofstede 5 Dimensional model andapply culture types in a business context. We will use our on-line survey, Culture Q, tohelp participants understand their own cultural preferences and the pros and cons oftheir preference in different business situations.

Benefits:u Building empathy and sesitivity regarding different cultures

u Insights into own cultural preference and watch outs regarding interactionswith different cultures

u Understanding of own organisational culture

u Cultural clashes and their business implications

u Ways of making communication and co-operation in internationalenvironments seemless

1. Working in a diverse cultural environment



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CultureFor whom is it useful? u

Organisations that are trying to change their culture to adapt to market changesu Organisations who are trying to make sense of engagement survey results

u Merger & acquisition where the strengths of both businesses must be retained u Organisations dealing with the complexities of regional hubs providing services to

multiple countries

u Organisations who need to understand the expectations of different generations

How does it work?CultureQ consists of 30 pre-defined pairs of statements plus 5 that can be flexibly defined byyourselves. Respondents move active sliders towards the statement in each pair they mostagree with. After completion you can view the output data across 6 cultural dimensions andidentify the tensions between what people experience and what they desire. You can seethis by function, level, generation or any criteria you determine.

Benefitsu Understand your real business culture, and that which employees would prefer u Identify the critical change agenda to shift your culture and deliver your strategy

u Identify where in your organisation the energy and will exists to drive change

u Understand what gets in the way of improved performance

CultureQ is an on-line organisationalculture profiling tool. It is non-judgmentaland identifies gaps and tensions in yourorganisation by comparing experiencedculture with desired culture. It will

enable you to determine if your cultureand your strategy are compatible.



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Competitive advantages to organisationsof different national cultural profiles

Power distance (low)f Acceptance of responsibility enables faster decision makingf Open & challenging environment enables ideas and solutions

Power distance (high)f Discipline enables great executionf Strong direction enables organisational focus

Collectivismf Employee commitment enables retention of people & knowledgef Existence of group norms enables implementation of common ways of working

Individualismf Individual flexibility enables optimisation of resourcesf Individual ambition & proactivity enables action & progress

Femininityf Personal service enables customer satisfactionf Manufacturing adaptability enables custom-made productsf Collaboration enables cross-functional alignment

Masculinityf Efficient mass production enables cost minimisationf Competiveness enables short term results

Uncertainty avoidance (low)f

Risk taking enables innovation agendaf Lack of rules enables quick adaptation to market opportunities

Uncertainty avoidance (high)f

Precision and detail orientation enables complex process implementationf Insight & data enables low risk decisions

Short-term orientationf Sense of urgency enables opportunistic winsf Internal focus enables bottom line growth

Long-term orientationf Patience and future mindset enables market developmentf Investment in capabilities enables sustainable growthf External perspective enables strong position in the market



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Using Hofstedes 5 dimensions of National culture we can compare two nationsand identify potential cultural tensions using a simple two dimensional chart

Power Distance index (PDI)The extent to which the less powerful people accept and expect power tobe distributed unequally

Individualism v Collectivism (IDV)Individualism is about the degree to which people look after themselvesand immediate family only rather than belonging to in-groups who lookafter them in exchange for loyalty

Masculinity v Femininity (MAS)The dominant values are achievement and success v feminine wheredominant values are caring for others and empathy

Uncertainty Avoidance index (UAI)The extent to which people feel threatened by uncertainty and ambiguityand try to avoid such situations

Long Term v Short Term orientation (LTO)The extent to which society shows a pragmatic future oriented perspectiverather than a conventional historical or short term point of view

Using Hofstedes 5 dimensions of national culture



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5 Dimensionsof culture bubble chart

The bubbles in the charts are positioned, sized and coloured as follows:

f Each country/ sub set of country has a score for each dimension from 0-100 f The score for each country form the coordinates to place the bubble on the chart eg Poland 64, UK 66 for MAS on first chart f The size of the bubble is determined by the gap in score between the two countries f If both MAS scores are greater than 60 the buble is white (likely tension) f The colour of the bubble indicates the likelihood of a cultural tension existing between any two countries and is

determined as follows: If either score is extreme (greater than 85 or less than 15) the bubble is white (likely tension) If the gap between the two bubbles is greater than 30 the bubble is white (likely tension) If the gap between the two scores is between 15 and 30 the bubble is light grey (possible tension) If the gap between the two scores is less than 15 the bubble is dark grey (not an issue)

Culture comparison: POLAND &.....



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UK . China . Czech . Chile .

France . Germany . Russia . Sweden .

Netherlands .

Canada .


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bbb

Culture comparisonPoland & UK100

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POLAND

UK

PDI: likely tension; IDV: likely tension; MAS: likely tension; UAI: likely tension (priority); LTO: unlikely tension.

IDV

MAS

UAI

PDILTO

CONTACTWorking in a diversecultural environment Strategic execution Leadership ininternational businessHOME GO

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Culture comparisonPoland & Netherlands100

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PDILTO

UAI

IDV

MAS

POLAND

NETH

ERLANDS

PDI: possible tension; IDV: possible tension; MAS: likely tension; UAI: likely tension; LTO: unlikely tension


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Culture comparisonPoland & China100

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LTO

MAS

POLAND

C

HINA

PDI: unlikely tension; IDV: likely tension; MAS:likely tension; UAI: likely tension (priority); LTO: likely tension (priority)

PDI

UAI

IDV


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POLAND

C

ZECH

PDI: likely tension; IDV: unlikely tension; MAS: possible tension; UAI: likely tension (priority); LTO: likely tension

Culture comparisonPoland & Czech100

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LTO

PDI

MAS

UAI

IDV

CONTACTWorking in a diversecultural environment Strategic execution Leadership ininternational businessHOME

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POLAND

C

HILE

PDI: unlikely tension ; IDV: likely tension (priority); MAS: likely tension; UAI: likely tension (priority); LTO: unlikely tension

Culture comparisonPoland & Chile100

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LTO

IDV MAS

PDI

UAI


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POLAND

FR

ANCE

PDI: unlikely tension; IDV: unlikely tension; MAS: possible tension; UAI: likely tension (priority); LTO: unlikely tension

Culture comparisonPoland & France100

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LTOMAS

IDV

UAI

PDI


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POLAND

GE

RMANY

Culture comparisonPoland & Germany100

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PDI

UAIMASIDV

LTO

PDI: likely tension; IDV: possible tension; MAS: likely tension; UAI: likely tension (priority); LTO: unlikely tension


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POLAND

RU

SSIA

PDI: likely tension; IDV: possible tension; MAS: possible tension; UAI: likely tension; LTO: likely tension

Culture comparisonPoland & Russia100

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PDI

LTO

UAI

IDV

MAS


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POLAND

SW

EDEN

PDI: likely tension; IDV: unlikely tension; MAS: likely tension; UAI: likely tension (priority); LTO: unlikely tension

Culture comparisonPoland & Sweden100

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PDI

LTO

UAI

IDV

MAS


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POLAND

CA

NADA

PDI: possible tension; IDV: likely tension; MAS: likely tension ; UAI: likely tension (priority); LTO: unlikely tension

Culture comparisonPoland & Canada100

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PDI

LTO

UAI

IDV

MAS


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Copywrite redpill consulting. 2013. All rights reserved.


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Business insights informed by cultureSituation: Meetings & Communications

Expectations in Poland Expectations in UK Expectations in Sweden

f Meetings are planned in advance with

agendasf People expect to be observers and

receive direction and explanation

f Participants will generally expect their

bosses to lead discussion

f Participants do not expect direct

questions during the meeting

f All communication should be in writing

and detailed

f Meetings can be spontaneous with only

loose agenda which is a guideline only

f Meetings should be short

f Everyone is expected to contribute

actively in meetings and should be

prepared for direct questions

f Communication should be timely,

concise and two-way

f Challenge is frequent and competitive

f Meetings are used to exchange views

with others

f Everyone should be included in working

out the solution

f Communication should be open and

informal

f Challenge is frequent and non-

threatening


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Business insights informed by cultureSituation: Talent Management & Recruitment


f People expect a detailed job description

with clear accountabilities

f People prefer quantified targets

f Rewards should be short term

and monetary

f Promotion is linked to job performance

(not potential)

f Technical expertise is most important

recruitment consideration

f The company is responsible for my

development

f Training should be formal, structured

and purposeful

f People expect a set of broad

accountabilities to be defined but these

are rarely referred to

f Rewards should be short term and

a mix of monetary and recognition

f Leadership potential is valued highest

in context of promotion

f The employee is responsible for

his development, supported by the

company

f Training can be a mix of formal &

informal methods with mentoring by

senior people valued highly

f Accountabilities are shared

f Targets are indicative and flexible

f Everyone starts with an equal chance

of advancement

f Performance is judged by

a combination of results and behaviours

f People are recruited to fit the company

more than the job


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Business insights informed by culture

Situation: Execution of strategy


f Execution of strategy should be clear

and unambiguous

f People are custodians of their own

results and prefer not to depend on

others

f A job well done will reflect positively on

people personally

f People expect to be involved in defining

the how

f Execution of strategy is a cross-

functional responsibility with people

trusting each other to deliver

f A job well done should reflect positively

on my team and myself

f There is recognition of others

good ideas but ones own are

implemented best

f Execution of strategy has more local

discretion

f Stealing great ideas with pride is

common and encouraged

f Cooperation is natural and others

success is celebrated


Leadership ininternational businessHOME

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Business insights informed by culture

Situation: Customer Service


f Customers will expect interaction with

service centres to be professionalf Customers will expect the service

provider to be an expert and to treat

them seriously

f Customers will trust the process rather

than the person to solve their problem

f The approach to problem solving is

standardised

f A warm informality is expected by

customers from service providers

f Customers require a solution approach

but do not care who & how the

problem is solved

f Customers will expect their problem to

be owned by service providers

f Customers will expect a flexible,

personal and solution oriented

approach

f An informal and empathic approach is

expected by the customer

f Customers expect to be involved

in the decision making process and

understand their options

f Customers expect pragmatic common

sense service which is high quality and

value for money

f Customers expect flexibility and to be

treated as an individual



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u analysis of current strategy, gaps & alignment issues across strategy, plan & execution prioritiesu develop a future state strategy with improved cross- functional alignment and top to bottom execution

When will we learn that the biggestissue with strategic execution is

alignment and communication?

3 days

Module 2



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4

Aligning strategy with culture

We will evaluate how your organisational culturehelps or hinders the execution of your strategy

1SPEKs

SPEKs is an acronym for STRATEGY, PLAN,EXECUTION, KPIs. We will engage participantsin an interactive evaluation of your companysstrategy, plan & execution clarity

2 TASCI.D

Once the strategy, plan & execution is agreed

then TASCI.D will help define process andaccountability in the form of a business game

3

Taking strategy through to executionsuccessfully

Having reviewed and developed recommendations

for how strategy could be executed moreeffectively, the group will define a model for greatexecution of strategy specific to your organisation


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2. Strategic executionModule 2 In module 2 we ask why strategy is rarely executed well in todays complex world.Participants will use a case study or real data provided by you to look at issues suchas cross-functional alignment and ensuring execution priorities are consistent withstrategic intent.

We will use our strateic planning framework, SPEKs, to help them identify wheregaps exist in strategic thinking, planning & execution, and how to set goals andtargets with clear individual & team accountabilities. We will also help themrecognise the responsibility they have to support others in the achievement of theirgoals.

Benefitsu The ability to align goals with high level strategy and set the right targets

u Participants will learn the fundamentals of analysing markets, assessing

opportunities and developing strategic intent with plans to supportu How to build cross-functional alignment and resolve conflicts

u Develop problem solving and effective team skills

u Effective communication of strategy deep in the organisation.



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actually forgotten that ultimately the consumer, the customeror the client will determine the success of our implementation.Over the past 20 years I have personally been part of ateam developing strategic plans more than 15 times. I haveonly known three occasions in which year two of the planhas actually become the plan for the following year, thisessentially means we are re-writing our typical 5 year planevery year, not simply refining it and investing in its execution

but actually re-writing it! It usually takes dozens of peopleseveral weeks to develop the plan that ultimately doesnt lastmuch longer than it takes to write in the first place.Frankly, I think we over-intellectualise the planning process.This will not be popular, but too many people spending toomuch time trying to demonstrate how clever they are (andIm sure they are) will not result in the business growing inthe way it wants to. Three simple questions may help us here.

What are we trying to do?(The Strategy)

This is obviously the statement of strategic intent. In order toeven progress to the stage of deciding how, the what needsto pass a few tests.

f Firstly is the what cross-functionally aligned? If yes, thefinance director, the marketing director and the sales directorwill speak as one voice in terms of investment strategy,

customer strategy, portfolio priorities and empowerment tomake decisions. Each will be able to articulate the othersintent and then support it. Each will sign up to a commercialstrategy, not a functional strategy.

f The thinking will have been developed by senior leadersand sense checked and consulted down the line, ensuring thatcritical implementation issues are captured and consideredat an early stage

Taking strategythrough toexecutionsuccessfully.TEXT BY

Kevin Brownsey / Partner / red pill consulting

How many times have you heard a leader complain that hehas a brilliant strategy which simply isnt being implementedby his team? So many clichs have been created to describethe implementation of what an organisation is tryingto do strategically, frankly it is becoming boring; Someexamples of this are Implementation is Strategy, WithoutImplementation there is no Strategy and The mostimportant part of Strategy is Implementation

So, why is it that so often the annual strategic review,presented so beautifully with its PowerPoint hyperlinksand embedded files, fails to be more than good intent thatimpresses the boss but not so much the subordinates? Havethe people working for us become hopeless implementersor do they sometimes understand more about strategyimplementation than the people writing the deck? Have webecome so wrapped up in structuring our thinking that we have

1. What? 2. How? 3. Where?

Three very simple questions which require very careful thought.



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f Enough insight will have been gathered to support thestrategic intent without blowing everyones minds with detail

and graphs and models, which are obviously helpful in smallconsumable doses.

f Do we have the skill sets, knowledge and capability tocommunicate the strategy effectively? This is critical. Whenwe asked 20 blue chip organisations what the major issuewith execution of strategy was, they said communicatingthe strategy to the team in meaningful and relevant wayso that it does not become a Chinese whisper. In terms ofcommunication of strategy the secret is to cascade theanswer to the question why? Why we are doing somethinggives it credibility and rationale.

f Is the strategy acceptable culturally? What on earth hasthis got to do with execution of strategy I hear you say.Everything. An individuals culture, his national culture, nota set of platitudes handed to him during company induction,will decide his level of commitment to what he is being askedto do. You will not motivate the average Japanese salesmanwith short term incentives; similarly you will not engage anEnglishman in a plan that comes to fruition in 20 years time.The Japanese guy will happily work to long term goals, theEnglishman needs reward and recognition now or it simply

wont result in action. If you over delegate decision makingrights to a Pole, dont actually expect decisions unless he hasvery high levels of clarity about what he is being asked to do.More on culture later but suffice to say if strategy & cultureare misaligned you have no strategy or as Peter Drucker oncefamously said culture eats strategy for breakfast

f Before we re-write the strategy do we know whatsworking? I will never forget being asked to implement a

strategy that focused on different beer types. Ale was indecline but made us good margin, Lager was in growth but

prices were declining and the sector was becoming verycompetitive. We decided to focus on lager and exploit thetrend. The result was some lager volume growth but verylittle lager margin growth and significant Ale volume andmargin decline. The strategy wasnt necessarily wrong butthe plan to implement it was flawed because we jumped from

what to where without thinking about how

How will we do it? (The Plan)This is the planning stage and its the tough bit because itgives shape to execution whilst being true to strategy. Thequality of the plan decides what chance we have of doingwhat we said wed do. This is the step that is usually sacrificedfor rapid execution.

f The plan should be time respectful. If we are shiftingdirection, what needs to be done gradually and what canbe simply changed overnight? In the example above asimple channel differentiation whereby the channels withprofitable Ale volume are given longer to transition thanthe Channels with dramatic lager growth would havehad a very different effect. However, sometimes we are

so blinded by the brilliance and decisiveness of our highlevel strategy that it is all we can see. Not many markets(especially traditional ones like beer!) require us to performsomersaults every year.

f The plan has to be resourced appropriately. The mostcommon complaint from middle managers in sales andmarketing is that we create a plan, then chop and changethe budgets resulting in stop start activity. Of course we need

financial flexibility during a year but if we adopt a tight/ loose approach whereby the tight activities are never under-

resourced we give some clarity to our teams as they plan theyear ahead

f The plan should be developed by the guys who aregoing to implement it. Supervise it, yes. Check alignmentwith Strategy, yes. But avoid the temptation to decidethe how-to in a smart office, miles away from customers.Ultimately these plans have to be agreed with customersand become their plans and thats tougher than mostsenior leaders give credit for. In my experience, asking salesmanagers to determine their own targets and plans resultsin higher ambition than we thought it would, usually highercommitment and certainly higher chances of successfulexecution.

f The plan should explain how we will achieve ourobjectives not simply be an excel spreadsheet withnumbers, growth assumptions and targets. The how is thereal thinking that enables the team to execute the plan e.g.how will we win 10 new accounts from the competition?How will we fill our portfolio gap? How will we developstronger relationships with customers? This is where weneed detailed thinking that is justified, clear and deliverable.

At this point I would like to apologise to my sales teamin 1994. I didnt explain how, I simply explained what Iwanted and where to execute. They struggled, accusedme of not understanding their problems and I learnt avaluable lesson. It is the role of the leader to empathisewith the execution challenges and find a solution that fitsthe strategy and enables the execution. This positions theleader in the real world.



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f The plan has to work for every stakeholder in thevalue chain. Is the available margin shared fairly? Does

your partner or distributor have a motive to prioritise yourbrands, your new product launch and your promotion plan.Is an important, but small, premium brand incentivisedsensibly against quality measures rather than pointlessquantity measures? Do you have partners who shareyour discipline in distribution targeting and end customertargeting? In other words are you aligned all the waythrough to the end user?

f The plan should have reviews of how built into theprocess as well as reviewing KPIs. Leaders often judge successonly on KPIs, not on the quality of their own thinking,and consequently conclude it was an execution problem.Rarely is this the case in my experience and nearly alwayspoor quality thinking and lack of empathy with the realityis to blame. Lets look at a real example. A major FMCGcompany in 2007 in the UK was struggling to implement itsnew product launch plan with the four major retailers. Theleadership concluded that the sales team lacked competencein customer negotiation. The reality was the Plan containedno early opportunity for the sales team to discuss the detailof the NPD launches with customers and consequentlycustomers planned ahead without including the companysnew product launches. The sales team asked for earlierability to consult customers. The leadership was nervousabout confidentiality but this was overcome with a simpleconfidentiality agreement between the parties. So, customerswere consulted earlier, there were no obvious breaches inconfidentiality and the plan was executed superbly by a verycompetent sales team

Where will we do it? (The execution)f Execution expectations should be credible. The execution

must be phased with sensible, gradual measures decided aftercareful benchmarking. Dont expect 3pp market share in 12months from a new product launch if typically a good launchdelivers 0.5pp. Dont make the numbers fit the financialbudget!

f Develop a way of spreading best practice quickly.Recognise and reward sharing of great execution methodsincluding how to overcome common objections, howto engage the customer as an advocate and what greatpromotional execution looks like

f Ensure the execution challenge is supported withcapability building. The sales manager, the trainer, theexperienced sales person should all get involved in coachingother sales persons

f The targeting of execution should be specific. Telling asales guy to get 10 new accounts might give you the headlineyou want, but telling him to deliver 10 specific namedaccounts will target in a way aligned with strategy. Thereis no point developing a great strategy and a great plan ifultimately you sell by numbers. The strategy is ultimatelyonly delivered if you present your product to the right

customer and the right consumer

f Targeting execution will also result in the planning andexecution issues emerging early. A salesperson unable to

execute the plan with a specific customer will have facedsome obstacles he couldnt overcome. He may requiretraining, the customer offer may be uncompetitive, theconsumer profile may be wrong. However if he is targetedby numbers he may get the product listed (somewhere easy)and then the product will fail if the consumer/ customerprofile is wrong. In this case the wrong issue may emergeeg consumer not buying rather than the truth which is

product listed in wrong place. Each conclusion takes you ina different direction.

f Ensure your team is clear on what is tight and what

is loose in execution. For example pricing may be tight,customer segment may be tight but promotional deploymentmay be loose. Allowing some discretion helps the sales personachieve great execution and have an input into the decision

making process.

Redpill consulting takes a pragmatic and rigorous approach toexecuting strategy. We have developed an application calledSPEKs which facilitates the process of managing strategyto execution, across functions and at multiple levels in theorganisation. If you have a challenge with any of the issues

raised in this people please contact us to see if we can help.

redpill consulting takes a pragmatic

and rigorous approach to executing strategy.




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SPEKs is a tooldesigned to facilitate high level vision and strategydiscussions in the context of cultural realities, taking strategicthemes through to planning and execution priorities deep inthe organisation

Participants will identifywhere their organisation has cross-functional misalignmentor end to end process gaps whilst also discussing how theorganisation develop a multi-level execution model

Participants will ultimately definethe KPIs and scorecard,

providing a framework for review across all areas of yourbusiness which can be aggregated and cascaded consistently

SPEKs defines the what(opportunity assessment and prioritisation), the how(cross-functional plan), the where (execution priorities)and helps you identify the capability agenda to determineachievability

We will run a highly inter-active process,challenge your assumptions and identify your gaps andopportunities, ensuring any sacred cows are addressed.

Our workshop process

SPEKs

By the end of the second module your

group will be able to build alignedstrategic plans and execute them deepin your organisation

enabling execution of strategy

will start with your current practice (AS-IS), identify yourstrengths and gaps and sense checking your cultural contextbefore guiding you through your future strategy, plan andexecution (TO-BE)




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S u p p o

r t s

D e c i s i o n t

a k

e r

C o

n s u l t e d

I n f o r m e d

T a s k s

TASCI.D is a simple process framework,designed as a business game, which can define key elementsof role descriptions from agreed process accountabilities,tasks and actions

TASCI.D is visual and highly inter-active.Participants will debate and define end to end processelements and discuss roles & responsibilities in a safe andfun way

TASCI.D is rigorousParticipants will learn the importance of process rigor beforeattempting to define accountability and communicationpriorities

TASCI.D does not need a complexsystem to support it.

Instead, it relies on clarity and transparency to definecritical business processes e.g. strategic planning orcustomer business planning, and then embeds these processaccountabilities within individual role definitions, relying onhuman clarity and collaboration rather than system control

TASCI.D can provide a frameworkfor business reviews and together with SPEKs creates astrong methodology to ensure strategy is actually executedby emphasizing the importance of individual and team clarity

TASCI.D is simply great fun to play.Everyone gets involved, everyone has their say and everyoneis given the opportunity to call out the issues they havefulfilling their responsibilities

TASCI.D can helpyou define where sub processes and parallel processes needdefining to ensure a holistic approach

TASCI.D

enabling process clarity




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Will this decadesee the end of theleadership illusion?

Module 3



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2

Organisational practices (ACE)

A what we do session designed toidentify where current organisationalpractices are helping or hindering theexecution of strategy and how they needto change

1Ace of Diamonds

A unique tool that helps companiesdefine required organisational practicesand leadership behaviours in the contextof culture & strategy

4

Leadership behaviours (ACE)

How do the leadership behaviourswithin the organisation reconcile

with the cultural intent andpractices of the business

Individual development*

Using coaching and

mentoring relationships redpillcan help you develop leadership andtechnical skills for individuals

5

2 days*3

Change leadership

Frequent changes in organisationalstructure, practice and process is nowsimply the norm. Are your young leadersready to cope?


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Module 3In module 3 we will look at leadeship from an organisational and an individualperspective. Using the ACE of Diamonds tool, participants will be answering thequestion WHY shared leadership behaviours & organisational practices are so criticalfor successful execution of strategy.

At an individual level the participants will be using our Leader Q application, helpingthem understand their own leadership style & expectations from boss/ peers/subordinates.

During the program we will challenge your leaders to consider leadership situationallyand culturally, with the basic assumptions that one perfect leadership style does notexist and that tolerance of anti-behaviour can destroy a positive leadership culture.

Benefitsu Clarity on how leadership behaviours impact organisation and execution of

strategy

u Understnding of leadership behaviours through the lenses of culture experience in defining leadership behaviours as necessary for strategic execution

u Understanding of individual leadership style, ability to flex

u Gaining support of coach / mentor on individual development journeys

3. Leadership in international businesses



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copywrite redpill consulting. 2013. All rights reserved.

u We will rigorously test your change leadership skills

u We will assess your leadership readiness to role model change

u We will look at change through the eyes of those affected 70% of change fails!CONTACTWorking in a diverse

cultural environment Strategic executionLeadership in

international businessHOME

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For whom is it useful? u CEOs, leadership teams or organisations that have a busy change agenda or are in apre or post merger & acquisition situation u Organisations that are re-structuring or re-aligning their business in response to

market pressures u Organisations that are experiencing resistance to change projects and are unclear

what to do about it

How does it work?ChangeQ consists of 25 pre-defined pairs of statements plus 5 that can be flexibly defined byyourselves. Respondents move active sliders towards the statement in each pair they mostagree with. After completion you can view the output data across 5 cultural dimensions and5 enablers of change, allowing you to see how you manage change through the eyes of youremployees, and where they desire a different approach.

Benefitsu A clear insight into what it is like to be on the receiving end of change in your business

u Clear understanding about what your people expect, and what will ultimately gaintheir commitment to your changes

u Understanding of how different functions, generations or levels perceive change inyour organisation

Change

ChangeQ is an on-line tool thatprovides insight into how ready yourorganisation is for change. It looks atthe 5 most critical elements of changeand highlights which of these to focuson to ensure your proposed changes aresuccessfully implemented.



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LeadershipTEXT BY

Kevin Brownsey / Partner / red pill consulting

In April 2012 Barbara Kellerman published her bookcalled The end of leadership. The title is provocative andsomewhat ironic, as the book that follows is predictably

about leadership in the 21st century. So, is the title anymore than an attention grabber? The central theme of thebook, and the principle which we at redpill believe in at afundamental level, is that the basis on which the leadershipindustry has generated billions of dollars, namely leader-centric, western stereotypical leadership, is dead in thewater, and frankly was possibly never more than a great ideafor making lots of money from lots of companies. Todaysleaders need to be flexible human beings who recognisetheir own limitations and see the process of leadership asinvolved, dynamic and consistent. For this reason we willnever advocate that you should adopt a particular style ofleadership nor should leaders be of a particular personality ortype, nor can leadership be summed up in a few buzz wordsor phrases and preached as a mantra. However, to be usefulleadership does need some loose structure that people withinorganisations can recognise, follow and demonstrate. Letsbegin by expanding on some of the themes referred to earlier.

1. What does involved leadershiplook like?

Leaders need eyes in the back of their head and to beconnected at all levels within an organisation. There is littlepoint in having the best vision and strategy in the world ifat the point of execution it all goes wrong. Being involvedalso means staying connected through the generations.Generally, the most senior people will be over 40 but stayingconnected with the under 25s could be the most importantelement of leadership in your business, especially if this isalso your consumer disconnection. We hear lots of messagesabout people being into the detail or into the big picture.The reality is that you may need to be into both depending

on the situation.The idea that leadership is something God grants you whenyou are appointed to the Board of Directors or into a seniorposition is a bit silly, and the concept of leadership being topdown and one-way i.e. I lead you and my boss leads me ispossibly even sillier. Involved leadership means leaders andfollowers being part of the process of leadership. Leaders andfollowers working together in an aligned and committed waymay be basic but is unfortunately also quite rare. So, in orderfor leadership to be truly involved you will need to ensureyour communication systems are working. Communicationof strategy is critical, and interestingly, in a survey of 15 bluechip organisations operating in Poland, was identified as thehighest current priority for capability development. Gettingthe message down the line consistently and effectively andthen receiving messages back up the line is increasinglychallenging as organisations become matrix structuredand multi-national in reach. Our feedback from the likes of

Nestle, LVMH & Associated British Foods is that strategyoften falls down in communication and that relatively simple

involvement can make a big difference to engagement.

2. What does dynamic leadershiplook like?

When we talk about dynamic leadership we refer to theability to adapt to different situations and adopt differentapproaches & styles dependent on the need. This is similarin logic to situational leadership theory espoused byBlanchard, Hersey et al, but whereas their models tendto look at the style of the leader (boss) and the readinessof the subordinate to define the situation, our approach

looks at the broader internal and external context beforeadvocating a way forward. So Blanchards work is excellentfor defining the one to one situation that exists and theleader style that fits, whereas ours sets a broader frameof reference that helps organisations define leadershipbehaviours that employees should recognise withinthe organisation as a whole. The two approaches aretherefore complementary. I remember the first company Iworked for had a commandment called Change strategicdirection cautiously. At redpill we tend not to talk aboutcommandments but the idea expressed here is one of thefew headlines that have stuck with me over 30 years.Adapting to market realities is a necessity, but beingdynamic doesnt mean changing strategic direction everyyear. It means being open-minded to new ideas, empoweringand trusting your team to take fast local decisions wherenecessary and yes, if something is genuinely not working,then take strong collaborative action to resolve the problem.



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How does leadership & trustplay out in Poland?

In Poland trust is a very significant issue. Research has shownthat Poles are slow to trust. In the world values survey of2005-2008 the following question was asked about trust;Considering people you know personally, can you tell me ifyou trust them completely, trust them a little, not very muchor not at all?Only 11% of Poles answered trust completely, compared to30% of Dutch participants, and 53% of British participants.The consequence of this is that building trust in Polandtakes time and energy and is a cultural challenge at thedeepest level. As a leader in Poland for the past five years

I can honestly say my relationships with Poles have takenthe longest to establish but are now some of the strongestand enduring relationships I have. It is definitely worththe investment but so easy to give up on along the way.The consequence of not persevering with this journey hasfar reaching consequences for the leadership climate inyour business (see culture eats strategy for breakfast inthe enabling cultural integration section). However the

journey is not so obvious. Firstly Poles generally appreciatetechnical competence so some demonstration of technicalskill is advised. Secondly Poles tend to be quite deferentialtowards bosses, especially foreign bosses, and thirdly theyavoid placing themselves in situations of vulnerability andso can be hard to open up. Having spoken to many Polishand foreign leaders in Poland I would suggest the followingpoints are borne in mind.

f Distrust is not personal, it is cultural, so dont take itpersonally. They probably like you!

f Invest time in explaining things thoroughly, especiallystrategy.

f Make time for the team on a personal level f Show your personal vulnerability eg language but not

in your supposed area of expertise! f Dont expose or compete with people publically, loss of

face can be irreparable for Poles. f Show interest in Poland and its culture, Poles are

rightly a very proud nation.

Your leadership fingerprintThe leadership agenda in any one business is as unique as

a fingerprint. You cannot apply a formula and expect ananswer to pop up even if the leadership industry would liketo persuade you otherwise. Our approach to leadership is tospend a lot of time understanding what you have currently,and then apply a hard commercial test to anything you wantto change. It must have a purpose if its worth doing and no-one can afford to waste money on nice-to-haves these days.We will develop a unique leadership model with you and helpdefine the journey to make it a reality in your organisation.




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Ace of DiamondsAce of Diamonds is a 2 part tool for creating a uniqueleadership model, specifically designed to fulfill your needs

and support your strategy. Using a special pack of cards, wewill firstly help you define organisational practices in yourbusiness that are cognisant of your strategy and culture.Secondly we will help define the leadership behaviours toimplement the practices successfully.

Ace of Diamonds primary purpose is to develop a leadershipmodel that gives you maximum chance of achieving yourstrategy.

ACE - Organisational Practices are defined across fivedifferent cultural clusters. i.e. practices such as performancemanagement or control mechanisms are defined for fivedifferent organisational culture types; contest, hierarchical,system, tribal and connected.

ACE - Leadership Behaviours are defined across thesame five cultural clusters i.e. behaviours such as emotional

engagement and trust are defined for each of five culturetypes; contest, hierarchical, system, tribal and connected.These behaviours can be adopted flexibly to ensure theorganisational practices are implemented consistently andwith authenticity

Within the ACE model, flexibility exists for the organisationto define its own themes called Jokers to ensure relevanceand adoption

The practices & behaviours form a minimum of 110 leadership

descriptors that help define current and future leadershipprofiles, and enable structured feedback within the team.

Ace of Diamonds can be used in manyways within your organisation

f Enabling feedback in a safe and enjoyable way

f Creating a common language for leadership discussions

f Defining a leadership model that can adapt to different

challenges avoiding a one size fits all mentality

Workshops follow a flexible structure and can include pre-workshop analysis of current leadership styles, a sense checkagainst the capabilities required to deliver strategy and arigorous planning process to ensure pre-requisite behavioursare in place before building to more advanced capabilities

Ace of Diamonds primary

purpose is to developa leadership model that gives you maximum chanceof achieving your strategy




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ACE: Organisational

practices




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ACE: Leadership

behaviours




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For whom is it useful? u

Leadership teams who want to be more aligned and effective as a team whilstrecognising individual strengths

u Individual leaders who need clarity about how they are perceived by differentgroups within the organisation

u Key members of leadership teams who need to understand why tensions exist

between them and wish to improve relations

How does it work?LeaderQ consists of 26 questions. There are 2 questions for each of 13 differnt leadershipbehaviours. Each questions consists of six statements from which respondents are asked toselect up to 2 that best describe current behaviour and 2 that they would personally preferto see in the future. The results are clustered into cultural typologies and allow the subjectto see what type of culture they are most aligned with and where groups/ individuals withinthe business may experience tension with them.

Benefitsu Non-judgmental profiles of leaders that provide insight at a values & beliefs level

u Understand how you behave, and how colleagues would prefer you to behave

u Explanation of values based differences in style within teams

u Clear agendas for relationship improvements

Leader

LeaderQ is an on-line leadership 360tool. It works by selecting statementswhich best define the way an individualleader behaves in 13 different leadershipsituations, ultimately enabling you tosee the culture type that individualleaders are most comfortable with andcan contribute to.



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redpillreading


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redpill reading

CONTACTWorking in a diverse

cultural environmentStrategic execution Leadership in


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Barbara KellermanThe end of Leadership .

Michael Minkov

Cultural Differencesin Globalizing World .

Geert Hofstede

Cultures and Organizations,Software of the mind .

Fernando LanzerMargaret WheatleyLeadership and New Science .

Margot Morrell

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redpill contact

redpill consulting ul. Supska 69a, 60-458 Poznan, POLAND

NIP: 781-187-83-03

Working in a diverse

cultural environmentStrategic execution Leadership in


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Kevin m: +48 535 050 947e: [email protected]

Maja m: +48 603 050 947e: [email protected]

redpill clients & projects
mailto:kevin%40redpillconsulting.eu?subject=mailto:kevin%40redpillconsulting.eu?subject=mailto:kevin%40redpillconsulting.eu?subject=mailto:kevin%40redpillconsulting.eu?subject=mailto:kevin%40redpillconsulting.eu?subject=mailto:kevin%40redpillconsulting.eu?subject=


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redpill projects:HOME

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leadership projects

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strategy projects

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culture projects

redpill culture project example


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International business in Poland: Issues:

1. Tensions between centralised functions and the country teams

2. Ex-patriot country MDs challenged by cultural diversity in different countries

Solutions:

u Create awareness of cultural differences using Hofstede 5D modelu Enable cross-nationality empathy and suspension of judgment

u Highlight the complex cultural relationship between centre and countries

u Create understanding of how the culture of the mother country can influence organisational culture

u Compare prevailing culture with achievement of strategic objectives; is culture helping or getting in the way?

u Help centre and countries define processes that enable appropriate involvement of stakeholders

u Define future organisational culture and leadership consequences

u Provide practical solutions for everyday situations to help leaders recognise and adjust to cultural differences

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leadership projects

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strategy projects

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culture projects


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redpill strategy project example


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International business looking to expand in Polish market: Issues:

1. Premium brand in developing but small segment, struggling to grow

2. No in-market resource so partner relations critical

3. Less than 2 year break-even required

Solutions:u Detailed opportunity assessment conducted to establish value growth options

u Detailed competitor analysis conducted to enable sensible 'winning' strategy to be decided

u Route to market options considered by brand and channel to ensure correct partner, customer and

consumer targets

u Pragmatic portfolio decisions made to generate sufficient cash to invest behind premium brand

u redpill continue to manage customer relationships for brand owner, whilst in-market team is recruited

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redpill leadership project example


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Polish leadership team with foreign CEO : Issues:

1. Style of leader and style of management board members very different

2. Two critical board members relationship dysfunctional and potentially destructive

Solutions:

u Culture survey conducted to establish how cultural differences account for some of the behaviouraldifferences, creating an objective view of the issues

u As-Is leadership style profiled using redpill Ace of Diamonds methodology

u Group feedback session facilitated usiing same methodology for continuity and familiarity enabling all

board members to give and receive feedback to their peers and boss in a safe environment

u Set of To-Be leadership principles and behaviours agreed with redpill providing coaching to the key

two members of the board

u Strategy, Leadership model and Culture reconciled via redpill alignment session

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talent programme july 2014

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