Talent Programme July 2014

enabling
full potential
redpill people
redpill talent programme
redpill reading
talent program helps
develop future leaders to

be able to execute strategy
Our
redpill clents & projects
in international
environments
dules
o
m
3
our
nment
o
r
i
v
n
e
l
cultura
e
s
r
e
v
i
g in a d
n
i
k
r
o
1. W
ecution
x
e
c
i
g
e
t
2. Stra
usiness
b
l
a
n
o
i
ternat
n
i
n
i
p
i
h
ers
3. Lead
HOME
GO
BACK
Working in a diverse
cultural environment
Strategic execution
copywrite redpill consulting. 2013. All rights reserved.
Leadership in
international business
CONTACT
redpill
people
Kevin Brownsey
has 28 years experience in the UK and international markets. He has held
management Board positions as Commercial Director, Sales Director, Marketing
Director and HR Director in companies as diverse as Coors Brewers, Kompania
Piwowarska (SABMillerPoland) and Kellogg. Recently Kevin has led the design
of a global CRM solution atSABMiller.
Maria Tykalowicz.
is a very experienced HR leader. Maria has held HR director roles at Nivea Polska
and both Kronospanand Harper Hygienics on an interim basis. Mariawaslatterly
Director of Talent managementand Organizational Development at Kompania
Piwowarska (SABMiller-Poland). She has also worked as an independent HR
consultant with several Polishorganisations.
Together, we are redpill consulting.

We believe as organisations expand internationally, the biggest challenge they
will face is successful execution of strategy due to the increasingly complex cultural
environment their business operates in. An Organisations ability to understand their
cultural reality and align their strategy to it, whilst adapting practices and leadership
behaviours that recognise diverse cultural needs, will ultimately enable it to perform
best.
HOME
GO
BACK
Strategic execution
Leadership in
CONTACT
redpill
talent programme
Organisational talent programmes will need to adapt to different

challenges in the future in order to retain and grow future leaders
HOME
GO
BACK
Past challenges
Future challenges
- Exposure to high level strategy
- Matrix & central structures
- Retention of talent
- Co-creation of strategy
- Personal development
- International & diverse markets
- Succession planning
- Technology enabled processes
- Vision & values
- Leader/ follower relationships
- Leader centric learning
- Outsourced task/ function
Module 1
cultural integration
Module 2
strategy to execution
Module 3
leadership potential
CONTACT
redpill
talent programme
The redpill talent programme focusses on three core modules that will equip future
leaders with the skills to lead strategic execution in complex cultural environments
Module 1.
Module 2.
Module 3.
Cultural integration:
Strategy to execution:
Leadership potential:
- Cultural self-awareness
- Culture clashes
- Organisational culture & practice
- Developing strategic plans

- Ensuring plans are executable
- Organisational alignment
- Leadership behaviours
- Change leadership
- Authentic leadership
HOME
GO
BACK
Strategic execution
Leadership in
CONTACT
Module
CultureQ
Tomorrows leaders will face

a complex cultural environment
requiring empathy and sensitivity
Culture clusters and organisations
Participants will complete CultureQ, an

on-line survey that will compare their
personal cultural preferences with their
organisational reality and their national norm.
Competitive advatages of different preferences
in different situations will be explained
Participants will understand how culture

dimensions cluster to form types and how
these types apply to organisations
Comparison of cultures
Business implications
Using Hofstede 5D model to compare

national culture differences and understand
where and why tensions may exist
An insight into different cultures

will enable you to redefine your approach to:
meetings andcommunication
talent management and recruitment
execution of strategy
customer service
Cultural clashes probably account

for up to 33% of international
business failures
MICHAEL MINKOV
Cultural Diffirences in a Globalizing World 2011
HOME
GO
BACK
Strategic execution
Leadership in
days
CONTACT
1. Working in a diverse cultural environment

Module 1
In module 1 we look at the increasingly complex business world and help your leaders
operate more effectively in an international environment. The program brings the
biggest 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 and
apply culture types in a business context. We will use our on-line survey, CultureQ, to
help participants understand their own cultural preferences and the pros and cons of
their preference in different business situations.
Benefits:
u
Building empathy and sesitivity regarding different cultures
Insights into own cultural preference and watch outs regarding interactions
with different cultures

u Understanding of own organisational culture
HOME
GO
BACK
Cultural clashes and their business implications
Ways of making communication and co-operation in international

environments seemless
Strategic execution
Leadership in
CONTACT
For whom is it useful?
Culture
Organisations that are trying to change their culture to adapt to market changes
u Organisations who are trying to make sense of engagement survey results
CultureQ is an on-line organisational

culture profiling tool. It is non-judgmental
and identifies gaps and tensions in your
organisation by comparing experienced
culture with desired culture. It will
enable you to determine if your culture
and your strategy are compatible.
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 by
yourselves. Respondents move active sliders towards the statement in each pair they most
agree with. After completion you can view the output data across 6 cultural dimensions and
identify the tensions between what people experience and what they desire. You can see
this by function, level, generation or any criteria you determine.
Benefits
u

u
Understand your real business culture, and that which employees would prefer
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
HOME
GO
BACK
Strategic execution
Leadership in
CONTACT
Competitive advantages to organisations

of different national cultural profiles
Power distance (low)
Power distance (high)
ff Acceptance of responsibility enables faster decision making

ff Open & challenging environment enables ideas and solutions
ff Discipline enables great execution

ff Strong direction enables organisational focus
Collectivism
Individualism
ff Employee commitment enables retention of people & knowledge

ff Existence of group norms enables implementation of common ways of working
Femininity
Masculinity
ff Personal service enables customer satisfaction

ff Manufacturing adaptability enables custom-made products
ff Collaboration enables cross-functional alignment
Uncertainty avoidance (low)

ff Risk taking enables innovation agenda
ff Lack of rules enables quick adaptation to market opportunities
Short-term orientation
GO
BACK
ff Efficient mass production enables cost minimisation

ff Competiveness enables short term results
Uncertainty avoidance (high)

ff Precision and detail orientation enables complex process implementation
ff Insight & data enables low risk decisions
Long-term orientation
ff Sense of urgency enables opportunistic wins

ff Internal focus enables bottom line growth
HOME
ff Individual flexibility enables optimisation of resources

ff Individual ambition & proactivity enables action & progress
ff Patience and future mindset enables market development

ff Investment in capabilities enables sustainable growth
ff External perspective enables strong position in the market
Strategic execution
Leadership in
CONTACT
Using Hofstedes 5 dimensions ofnational culture

Using Hofstedes 5 dimensions of National culture we can compare two nations
and identify potential cultural tensions using asimpletwo dimensional chart
Power Distance index (PDI)

The extent to which the less powerful people accept and expect power to
be distributed unequally
Individualism v Collectivism (IDV)

Individualism is about the degree to which people look after themselves
and immediate family only rather than belonging to in-groups who look
after them in exchange for loyalty
Masculinity v Femininity (MAS)

The dominant values are achievement and success v feminine where
dominant values are caring for others and empathy
Uncertainty Avoidance index (UAI)

The extent to which people feel threatened by uncertainty and ambiguity
and try to avoid such situations
Long Term v Short Term orientation (LTO)

The extent to which society shows a pragmatic future oriented perspective
rather than a conventional historical or short term point of view
HOME
GO
BACK
Strategic execution
Leadership in
CONTACT
5 Dimensions
of culture
bubble chart
The bubbles in the charts are positioned, sized and coloured as follows:
ff
ff
ff
ff
ff
Each country/ sub set of country has a score for each dimension from 0-100
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
The size of the bubble is determined by the gap in score between the two countries
If both MAS scores are greater than 60 the buble is white (likely tension)
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 &.....
UK. Netherlands. China. Czech. Chile.

France. Germany. Russia. Sweden. Canada.
HOME
GO
BACK
Strategic execution
Leadership in
CONTACT
Culture comparison
Poland & UK
100
bbb
95
90
85
80
75
70
65
60
55
U 50
K 45
40
35
30
25
20
15
10
05
00
0005101520253035404550556065707580859095100
IDV
MAS
UAI

PDI
LTO
POLAND
PDI: likely tension; IDV: likely tension; MAS: likely tension; UAI: likely tension (priority); LTO: unlikely tension.
HOME
GO
BACK
Strategic execution
Leadership in
CONTACT
Culture comparison
Poland & Netherlands
N
E
T
H
E
R
L
A
N
D
S
100
95
90
85
80
IDV
75
70
65
60
55
UAI
50
45
LTO
40
PDI
35
30
25
20
MAS
15
10
05
00
0005101520253035404550556065707580859095100
POLAND
PDI: possible tension; IDV: possible tension; MAS: likely tension; UAI: likely tension; LTO: unlikely tension
HOME
GO
BACK
Strategic execution
Leadership in
CONTACT
Culture comparison
Poland & China
C
H
I
N
A
100
LTO
95
90
85
80
PDI
75
70
65
MAS
60
55
UAI
50

45

40

35
30
25
IDV
20
15
10
05
00
0005101520253035404550556065707580859095100
POLAND
PDI: unlikely tension; IDV: likely tension; MAS:likely tension; UAI: likely tension (priority); LTO: likely tension (priority)
HOME
GO
BACK
Strategic execution
Leadership in
CONTACT
Culture comparison
Poland & Czech
C
Z
E
C
H
100
95
90
85
80
75
UAI
70
65
60
IDV
55
50
45
MAS
40
35
30
PDI
25
20
15
LTO
10
05
00
0005101520253035404550556065707580859095100
POLAND
PDI: likely tension; IDV: unlikely tension; MAS: possible tension; UAI: likely tension (priority); LTO: likely tension
HOME
GO
BACK
Strategic execution
Leadership in
CONTACT
Culture comparison
Poland & Chile
C
H
I
L
E
100
95
90
85
80
UAI
75
70
65
PDI
60
55
50
45
40
35
LTO
30
25
IDV
MAS
20
15
10
05
00
0005101520253035404550556065707580859095100
POLAND
PDI: unlikely tension; IDV: likely tension (priority); MAS: likely tension; UAI: likely tension (priority); LTO: unlikely tension
HOME
GO
BACK
Strategic execution
Leadership in
CONTACT
Culture comparison
Poland & France
F
R
A
N
C
E
100
95
90
UAI
85
80
75
IDV
70
PDI
65
60
55
50
45
MAS
40
LTO
35
30
25
20
15
10
05
00
0005101520253035404550556065707580859095100
POLAND
PDI: unlikely tension; IDV: unlikely tension; MAS: possible tension; UAI: likely tension (priority); LTO: unlikely tension
HOME
GO
BACK
Strategic execution
Leadership in
CONTACT
Culture comparison
Poland & Germany
G
E
R
M
A
N
Y
100
95
90
85
80
75
70
MAS
65
IDV
UAI
60
55
50
45
40
35
PDI
LTO
30
25
20
15
10
05
00
0005101520253035404550556065707580859095100
POLAND
PDI: likely tension; IDV: possible tension; MAS: likely tension; UAI: likely tension (priority); LTO: unlikely tension
HOME
GO
BACK
Strategic execution
Leadership in
CONTACT
Culture comparison
Poland & Russia
R
U
S
S
I
A
100
95
UAI
PDI
90
85
80
75
LTO
70
65
60
55
50
45
40
IDV
35
30
MAS
25
20
15
10
05
00
0005101520253035404550556065707580859095100
POLAND
PDI: likely tension; IDV: possible tension; MAS: possible tension; UAI: likely tension; LTO: likely tension
HOME
GO
BACK
Strategic execution
Leadership in
CONTACT
Culture comparison
Poland & Sweden
S
W
E
D
E
N
100
95
90
85
80
75
70
IDV
65
60
55
50
45
40
35
30
PDI
UAI
25
20
LTO
15
10
05
MAS
00
0005101520253035404550556065707580859095100
POLAND
PDI: likely tension; IDV: unlikely tension; MAS: likely tension; UAI: likely tension (priority); LTO: unlikely tension
HOME
GO
BACK
Strategic execution
Leadership in
CONTACT
Culture comparison
Poland & Canada
C
A
N
A
D
A
100
95
90
IDV
85
80
75
70
65
MAS
60
55
50
45
UAI
40
PDI
35
30
LTO
25
20
15
10
05
00
0005101520253035404550556065707580859095100
POLAND
PDI: possible tension; IDV: likely tension; MAS: likely tension; UAI: likely tension (priority); LTO: unlikely tension
HOME
GO
BACK
Strategic execution
Leadership in
CONTACT
Copywrite redpill consulting. 2013. All rights reserved.
HOME
GO
BACK
Strategic execution
Leadership in
CONTACT
Business insights informed by culture

Situation: Meetings & Communications
Expectations in Poland
Expectations in UK
Expectations in Sweden
ff Meetings are planned in advance with
ff Meetings can be spontaneous with only
ff Meetings are used to exchange views
agendas
loose agenda which is a guideline only
ff People expect to be observers and

receive direction and explanation
ff Participants will generally expect their
bosses to lead discussion
ff Meetings should be short
ff Everyone should be included in working
ff Everyone is expected to contribute
out the solution

ff Communication should be open and
actively in meetings and should be

prepared for direct questions
ff Participants do not expect direct

questions during the meeting
ff All communication should be in writing
with others
informal
ff Communication should be timely,
ff Challenge is frequent and non-
concise and two-way
threatening
ff Challenge is frequent and competitive
and detailed
HOME
GO
BACK
Strategic execution
Leadership in
CONTACT

Situation: Talent Management & Recruitment
Expectations in UK
ff People expect a detailed job description
ff People expect a set of broad
ff Accountabilities are shared
with clear accountabilities

ff People prefer quantified targets
ff Rewards should be short term
andmonetary
(not potential)
recruitment consideration
ff The company is responsible for my
ff Everyone starts with an equal chance
ff Rewards should be short term and
of advancement
ff Performance is judged by
ff Leadership potential is valued highest
acombination of results and behaviours

ff People are recruited to fit the company
ff The employee is responsible for
more than the job
his development, supported by the

company
ff Training can be a mix of formal &
development
ff Training should be formal, structured
GO
BACK
are rarely referred to
in context of promotion
ff Technical expertise is most important
HOME
ff Targets are indicative and flexible
amix of monetary and recognition
ff Promotion is linked to job performance
and purposeful
accountabilities to be defined but these
informal methods with mentoring by

senior people valued highly
Strategic execution
Leadership in
CONTACT

Situation: Execution of strategy
Expectations in UK
ff Execution of strategy should be clear
ff Execution of strategy is a cross-
ff Execution of strategy has more local
and unambiguous
functional responsibility with people
ff People are custodians of their own

results and prefer not to depend on
others
ff A job well done will reflect positively on
people personally
ff Stealing great ideas with pride is
trusting each other to deliver

ff A job well done should reflect positively
on my team and myself
ff There is recognition of others
discretion
common and encouraged
ff Cooperation is natural and others
success is celebrated
good ideas but ones own are
ff People expect to be involved in defining
implementedbest
the how
HOME
GO
BACK
Strategic execution
Leadership in
CONTACT

Situation: Customer Service
Expectations in UK
ff Customers will expect interaction with
ff A warm informality is expected by
ff An informal and empathic approach is
service centres to be professional

ff Customers will expect the service
customers from service providers
expected by the customer
ff Customers require a solution approach
ff Customers expect to be involved
provider to be an expert and to treat
but do not care who & how the
in the decision making process and
them seriously
problem is solved
understand their options
ff Customers will trust the process rather

than the person to solve their problem
ff The approach to problem solving is
standardised
ff Customers will expect their problem to

be owned by service providers
ff Customers will expect a flexible,
personal and solution oriented
approach
HOME
GO
BACK
Strategic execution
ff Customers expect pragmatic common

sense service which is high quality and
value for money
ff Customers expect flexibility and to be
treated as an individual
Leadership in
CONTACT
Module
When will we learn that the biggest

issue with strategic execution is
alignment and communication?
SPEKs
Taking strategy through to execution

successfully
SPEKs is an acronym for STRATEGY, PLAN,

EXECUTION, KPIs. We will engage participants
in an interactive evaluation of your companys
strategy, plan & execution clarity
u
u
Having reviewed and developed recommendations

for how strategy could be executed more
effectively, the group will define a model for great
execution of strategy specific to your organisation
analysis of current strategy, gaps & alignment issues

across strategy, plan & execution priorities
develop a future state strategy with improved crossfunctional alignment and top to bottom execution
Aligning strategy with culture

TASCI.D
We will evaluate how your organisational culture

helps or hinders the execution of your strategy
Once the strategy, plan & execution is agreed

then TASCI.D will help define process and
accountability in the form of a business game
3
HOME
GO
BACK
Strategic execution
Leadership in
days
CONTACT
2. Strategic execution
Module 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 such
as cross-functional alignment and ensuring execution priorities are consistent with
strategic intent.
We will use our strateic planning framework, SPEKs, to help them identify where
gaps exist in strategic thinking, planning & execution, and how to set goals and
targets with clear individual & team accountabilities. We will also help them
recognise the responsibility they have to support others in the achievement of their
goals.
Benefits
u 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 support
u 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.
HOME
GO
BACK
Strategic execution
Leadership in
CONTACT
Taking strategy
through to
execution
successfully.
1. What? 2. How? 3. Where?

Three very simple questions which require very careful thought.
TEXT BY
Kevin Brownsey / Partner / redpill consulting

How many times have you heard a leader complain that he
has a brilliant strategy which simply isnt being implemented
by his team? So many clichs have been created to describe
the implementation of what an organisation is trying
to do strategically, frankly it is becoming boring; Some
examples of this are Implementation is Strategy, Without
Implementation there is no Strategy and The most
important part of Strategy is Implementation
So, why is it that so often the annual strategic review,
presented so beautifully with its PowerPoint hyperlinks
and embedded files, fails to be more than good intent that
impresses the boss but not so much the subordinates? Have
the people working for us become hopeless implementers
or do they sometimes understand more about strategy
implementation than the people writing the deck? Have we
become so wrapped up in structuring our thinking that we have
HOME
GO
BACK
actually forgotten that ultimately the consumer, the customer

or the client will determine the success of our implementation.
Over the past 20 years I have personally been part of a
team developing strategic plans more than 15 times. I have
only known three occasions in which year two of the plan
has actually become the plan for the following year, this
essentially means we are re-writing our typical 5 year plan
every year, not simply refining it and investing in its execution
but actually re-writing it! It usually takes dozens of people
several weeks to develop the plan that ultimately doesnt last
much 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 too
much time trying to demonstrate how clever they are (and
Im sure they are) will not result in the business growing in
the way it wants to. Three simple questions may help us here.
Strategic execution
What are we trying to do?

(The Strategy)
This is obviously the statement of strategic intent. In order to
even progress to the stage of deciding how, the what needs
to pass a few tests.
ff Firstly is the what cross-functionally aligned? If yes, the
finance director, the marketing director and the sales director
will speak as one voice in terms of investment strategy,
customer strategy, portfolio priorities and empowerment to
make decisions. Each will be able to articulate the others
intent and then support it. Each will sign up to a commercial
strategy, not a functional strategy.
ff The thinking will have been developed by senior leaders
and sense checked and consulted down the line, ensuring that
critical implementation issues are captured and considered
at an early stage
Leadership in
CONTACT
ff Enough insight will have been gathered to support the

strategic intent without blowing everyones minds with detail
and graphs and models, which are obviously helpful in small
consumable doses.
ff Do we have the skill sets, knowledge and capability to
communicate the strategy effectively? This is critical. When
we asked 20 blue chip organisations what the major issue
with execution of strategy was, they said communicating
the strategy to the team in meaningful and relevant way
so that it does not become a Chinese whisper. In terms of
communication of strategy the secret is to cascade the
answer to the question why? Why we are doing something
gives it credibility and rationale.
ff Is the strategy acceptable culturally? What on earth has
this got to do with execution of strategy I hear you say.
Everything. An individuals culture, his national culture, not
a set of platitudes handed to him during company induction,
will decide his level of commitment to what he is being asked
to do. You will not motivate the average Japanese salesman
with short term incentives; similarly you will not engage an
Englishman in a plan that comes to fruition in 20 years time.
The Japanese guy will happily work to long term goals, the
Englishman needs reward and recognition now or it simply
wont result in action. If you over delegate decision making
rights to a Pole, dont actually expect decisions unless he has
very high levels of clarity about what he is being asked to do.
More on culture later but suffice to say if strategy & culture
are misaligned you have no strategy or as Peter Drucker once
famously said culture eats strategy for breakfast
ff Before we re-write the strategy do we know whats
working? I will never forget being asked to implement a
HOME
GO
BACK
strategy that focused on different beer types. Ale was in

decline but made us good margin, Lager was in growth but
prices were declining and the sector was becoming very
competitive. We decided to focus on lager and exploit the
trend. The result was some lager volume growth but very
little lager margin growth and significant Ale volume and
margin decline. The strategy wasnt necessarily wrong but
the 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 it
gives shape to execution whilst being true to strategy. The
quality of the plan decides what chance we have of doing
what we said wed do. This is the step that is usually sacrificed
for rapid execution.
ff The plan should be time respectful. If we are shifting
direction, what needs to be done gradually and what can
be simply changed overnight? In the example above a
simple channel differentiation whereby the channels with
profitable Ale volume are given longer to transition than
the Channels with dramatic lager growth would have
had a very different effect. However, sometimes we are
so blinded by the brilliance and decisiveness of our high
level strategy that it is all we can see. Not many markets
(especially traditional ones like beer!) require us to perform
somersaults every year.
ff The plan has to be resourced appropriately. The most
common complaint from middle managers in sales and
marketing is that we create a plan, then chop and change
the budgets resulting in stop start activity. Of course we need
Strategic execution
financial flexibility during a year but if we adopt a tight/

loose approach whereby the tight activities are never underresourced we give some clarity to our teams as they plan the
year ahead
ff The plan should be developed by the guys who are
going to implement it. Supervise it, yes. Check alignment
with Strategy, yes. But avoid the temptation to decide
the how-to in a smart office, miles away from customers.
Ultimately these plans have to be agreed with customers
and become their plans and thats tougher than most
senior leaders give credit for. In my experience, asking sales
managers to determine their own targets and plans results
in higher ambition than we thought it would, usually higher
commitment and certainly higher chances of successful
execution.
ff The plan should explain how we will achieve our
objectives not simply be an excel spreadsheet with
numbers, growth assumptions and targets. The how is the
real 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 develop
stronger relationships with customers? This is where we
need detailed thinking that is justified, clear and deliverable.
At this point I would like to apologise to my sales team
in 1994. I didnt explain how, I simply explained what I
wanted and where to execute. They struggled, accused
me of not understanding their problems and I learnt a
valuable lesson. It is the role of the leader to empathise
with the execution challenges and find a solution that fits
the strategy and enables the execution. This positions the
leader in the real world.
Leadership in
CONTACT
ff The plan has to work for every stakeholder in the

value chain. Is the available margin shared fairly? Does
your partner or distributor have a motive to prioritise your
brands, your new product launch and your promotion plan.
Is an important, but small, premium brand incentivised
sensibly against quality measures rather than pointless
quantity measures? Do you have partners who share
your discipline in distribution targeting and end customer
targeting? In other words are you aligned all the way
through to the end user?
ff The plan should have reviews of how built into the
process as well as reviewing KPIs. Leaders often judge success
only 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 always
poor quality thinking and lack of empathy with the reality
is to blame. Lets look at a real example. A major FMCG
company in 2007 in the UK was struggling to implement its
new product launch plan with the four major retailers. The
leadership concluded that the sales team lacked competence
in customer negotiation. The reality was the Plan contained
no early opportunity for the sales team to discuss the detail
of the NPD launches with customers and consequently
customers planned ahead without including the companys
new product launches. The sales team asked for earlier
ability to consult customers. The leadership was nervous
about confidentiality but this was overcome with a simple
confidentiality agreement between the parties. So, customers
were consulted earlier, there were no obvious breaches in
confidentiality and the plan was executed superbly by a very
competent sales team
HOME
GO
BACK
Where will we do it? (The execution)

ff Execution expectations should be credible. The execution
must be phased with sensible, gradual measures decided after
careful benchmarking. Dont expect 3pp market share in 12
months from a new product launch if typically a good launch
delivers 0.5pp. Dont make the numbers fit the financial
budget!
ff Develop a way of spreading best practice quickly.
Recognise and reward sharing of great execution methods
including how to overcome common objections, how
to engage the customer as an advocate and what great
promotional execution looks like
ff Ensure the execution challenge is supported with
capability building. The sales manager, the trainer, the
experienced sales person should all get involved in coaching
other sales persons
ff The targeting of execution should be specific. Telling a
sales guy to get 10 new accounts might give you the headline
you want, but telling him to deliver 10 specific named
accounts will target in a way aligned with strategy. There
is no point developing a great strategy and a great plan if
ultimately you sell by numbers. The strategy is ultimately
only delivered if you present your product to the right
customer and the right consumer
ff Targeting execution will also result in the planning and

execution issues emerging early. A salesperson unable to
execute the plan with a specific customer will have faced
some obstacles he couldnt overcome. He may require
training, the customer offer may be uncompetitive, the
consumer profile may be wrong. However if he is targeted
by numbers he may get the product listed (somewhere easy)
and then the product will fail if the consumer/ customer
profile is wrong. In this case the wrong issue may emerge
eg consumer not buying rather than the truth which is
product listed in wrong place. Each conclusion takes you in
a different direction.
ff 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 deployment
may be loose. Allowing some discretion helps the sales person
achieve great execution and have an input into the decision
making process.
Redpill consulting takes a pragmatic and rigorous approach to
executing strategy. We have developed an application called
SPEKs which facilitates the process of managing strategy
to execution, across functions and at multiple levels in the
organisation. 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 toexecuting strategy.
Strategic execution
Leadership in
CONTACT
SPEKs
enabling execution of strategy
SPEKs is a tool
designed to facilitate high level vision and strategy
discussions in the context of cultural realities, taking strategic
themes through to planning and execution priorities deep in
the organisation
Participants will ultimately define

the KPIs and scorecard,
We will run a highly inter-active process,
providing a framework for review across all areas of your

business which can be aggregated and cascaded consistently
Our workshop process
SPEKs defines the what
Participants will identify

where their organisation has cross-functional misalignment
or end to end process gaps whilst also discussing how the
organisation develop a multi-level execution model
challenge your assumptions and identify your gaps and

opportunities, ensuring any sacred cows are addressed.
(opportunity assessment and prioritisation), the how

(cross-functional plan), the where (execution priorities)
and helps you identify the capability agenda to determine
achievability
will start with your current practice (AS-IS), identify your

strengths and gaps and sense checking your cultural context
before guiding you through your future strategy, plan and
execution (TO-BE)
By the end of the second module your

group will be able to build aligned
strategic plans and execute them deep
in your organisation
HOME
GO
BACK
Strategic execution
Leadership in
CONTACT
TASCI.D is a simple process framework,
TASCI.D is visual and highly inter-active.
ns
u lte
TASCI.D is simply great fun to play.

Everyone gets involved, everyone has their say and everyone
is given the opportunity to call out the issues they have
fulfilling their responsibilities
er
Participants will debate and define end to end process

elements and discuss roles & responsibilities in a safe and
fun way
TASCI.D can provide a framework

for business reviews and together with SPEKs creates a
strong methodology to ensure strategy is actually executed
by emphasizing the importance of individual and team clarity
Co
designed as a business game, which can define key elements

of role descriptions from agreed process accountabilities,
tasks and actions
enabling process clarity
Tasks
TASCI.D
TASCI.D can help
Participants will learn the importance of process rigor before

attempting to define accountability and communication
priorities
ak
TASCI.D is rigorous
Deci s i o n
you define where sub processes and parallel processes need

defining to ensure a holistic approach
Informed
Instead, it relies on clarity and transparency to define

critical business processes e.g. strategic planning or
customer business planning, and then embeds these process
accountabilities within individual role definitions, relying on
human clarity and collaboration rather than system control
rts
TASCI.D does not need a complex

system to support it.
Su p p
HOME
GO
BACK
Strategic execution
Leadership in
CONTACT
Module
Will this decade

see the end of the
leadership illusion?
Ace of Diamonds
A unique tool that helps companies
define required organisational practices
and leadership behaviours in the context
of culture & strategy
Leadership behaviours (ACE)

How do the leadership behaviours
within the organisation reconcile
with the cultural intent and
practices of the business
Organisational practices (ACE)
A what we do session designed to

identify where current organisational
practices are helping or hindering the
execution of strategy and how they need
to change
Individual development*
Using coaching and
mentoringrelationships redpill
can help you develop leadership and
technical skills for individuals
Change leadership
Frequent changes in organisational
structure, practice and process is now
simply the norm. Are your young leaders
ready to cope?
HOME
GO
BACK
2
Strategic execution
Leadership in
days*
CONTACT
3. Leadership in international businesses

Module 3
In module 3 we will look at leadeship from an organisational and an individual
perspective. Using the ACE of Diamonds tool, participants will be answering the
question WHY shared leadership behaviours & organisational practices are so critical
for successful execution of strategy.
At an individual level the participants will be using our LeaderQ application, helping
them understand their own leadership style & expectations from boss/ peers/
subordinates.
During the program we will challenge your leaders to consider leadership situationally
and culturally, with the basic assumptions that one perfect leadership style does not
exist and that tolerance of anti-behaviour can destroy a positive leadership culture.
Benefits
HOME
GO
BACK
Clarity on how leadership behaviours impact organisation and execution of

strategy
Understnding of leadership behaviours through the lenses of culture

experience in defining leadership behaviours as necessary for strategic execution
Understanding of individual leadership style, ability to flex
Gaining support of coach / mentor on individual development journeys
Strategic execution
Leadership in
CONTACT
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!
copywrite redpill consulting. 2013. All rights reserved.
HOME
GO
BACK
Strategic execution
Leadership in
CONTACT
Change

u

ChangeQ is an on-line tool that

provides insight into how ready your
organisation is for change. It looks at
the 5 most critical elements of change
and highlights which of these to focus
on to ensure your proposed changes are
successfully implemented.
CEOs, leadership teams or organisations that have a busy change agenda or are in a
pre or post merger & acquisition situation

u Organisations that are re-structuring or re-aligning their business in response to

market pressures
what to do about it

u Organisations that are experiencing resistance to change projects and are unclear
How does it work?

ChangeQ consists of 25 pre-defined pairs of statements plus 5 that can be flexibly defined by
yourselves. Respondents move active sliders towards the statement in each pair they most
agree with. After completion you can view the output data across 5 cultural dimensions and
5 enablers of change, allowing you to see how you manage change through the eyes of your
employees, and where they desire a different approach.
Benefits
u
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 gain

their commitment to your changes
u Understanding of how different functions, generations or levels perceive change in

your organisation

HOME
GO
BACK
Strategic execution
Leadership in
CONTACT
Leadership
1. What does involved leadership

looklike?
TEXT BY
Kevin Brownsey / Partner / redpill consulting
In April 2012 Barbara Kellerman published her book

called The end of leadership. The title is provocative and
somewhat ironic, as the book that follows is predictably
about leadership in the 21st century. So, is the title any
more than an attention grabber? The central theme of the
book, and the principle which we at redpill believe in at a
fundamental level, is that the basis on which the leadership
industry has generated billions of dollars, namely leadercentric, western stereotypical leadership, is dead in the
water, and frankly was possibly never more than a great idea
for making lots of money from lots of companies. Todays
leaders need to be flexible human beings who recognise
their own limitations and see the process of leadership as
involved, dynamic and consistent. For this reason we will
never advocate that you should adopt a particular style of
leadership nor should leaders be of a particular personality or
type, nor can leadership be summed up in a few buzz words
or phrases and preached as a mantra. However, to be useful
leadership does need some loose structure that people within
organisations can recognise, follow and demonstrate. Lets
begin by expanding on some of the themes referred to earlier.
HOME
GO
BACK
Leaders need eyes in the back of their head and to be

connected at all levels within an organisation. There is little
point in having the best vision and strategy in the world if
at the point of execution it all goes wrong. Being involved
also means staying connected through the generations.
Generally, the most senior people will be over 40 but staying
connected with the under 25s could be the most important
element of leadership in your business, especially if this is
also your consumer disconnection. We hear lots of messages
about 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 when
you are appointed to the Board of Directors or into a senior
position is a bit silly, and the concept of leadership being top
down and one-way i.e. I lead you and my boss leads me is
possibly even sillier. Involved leadership means leaders and
followers being part of the process of leadership. Leaders and
followers working together in an aligned and committed way
may be basic but is unfortunately also quite rare. So, in order
for leadership to be truly involved you will need to ensure
your communication systems are working. Communication
of strategy is critical, and interestingly, in a survey of 15 blue
chip organisations operating in Poland, was identified as the
highest current priority for capability development. Getting
the message down the line consistently and effectively and
then receiving messages back up the line is increasingly
challenging as organisations become matrix structured
and multi-national in reach. Our feedback from the likes of
Strategic execution
Nestle, LVMH & Associated British Foods is that strategy

often falls down in communication and that relatively simple
involvement can make a big difference to engagement.
2. What does dynamic leadership

looklike?
When we talk about dynamic leadership we refer to the
ability to adapt to different situations and adopt different
approaches & styles dependent on the need. This is similar
in logic to situational leadership theory espoused by
Blanchard, Hersey et al, but whereas their models tend
to look at the style of the leader (boss) and the readiness
of the subordinate to define the situation, our approach
looks at the broader internal and external context before
advocating a way forward. So Blanchards work is excellent
for defining the one to one situation that exists and the
leader style that fits, whereas ours sets a broader frame
of reference that helps organisations define leadership
behaviours that employees should recognise within
the organisation as a whole. The two approaches are
therefore complementary. I remember the first company I
worked for had a commandment called Change strategic
direction cautiously. At redpill we tend not to talk about
commandments but the idea expressed here is one of the
few headlines that have stuck with me over 30 years.
Adapting to market realities is a necessity, but being
dynamic doesnt mean changing strategic direction every
year. It means being open-minded to new ideas, empowering
and trusting your team to take fast local decisions where
necessary and yes, if something is genuinely not working,
then take strong collaborative action to resolve the problem.
Leadership in
CONTACT
3. Consistent leadership
Consistency is the most commonly raised issue when
employees are asked to comment on the leadership they
experience, or should I say inconsistency. If an element of
leadership is directive and top down this is fine, but dont
expect people to take the initiative in these areas and dont
be tempted to criticise them when they dont! In contrast
if you have a very collaborative way of deciding how to
improve employee engagement dont be surprised if your
great idea isnt implemented well when you give the
instruction. Consistency doesnt mean we never change or
progress, it is simply more about ensuring you are behaving
consistently with the expectations of the business and when
there is a need to diverge from this you explain carefully
the need for the change and manage expectations. If you
are generally viewed of as consistent then the odd lapse
from time to time will be forgiven as long as you acknow
ledge it too!
Consistency also requires some degree of conformity. If you
have defined a way of being as a leadership team and have
some clear requirements of your followers, then you must
re-enforce these behaviours personally. It is critical that you
do not tolerate anti-behaviours, otherwise the standards
are blown, the leadership norms are confusing and the team
will not follow. In the capability survey referred to earlier,
intolerance of anti-behaviours was the issue most often
called out as being the area least effectively managed and
identified as the area that, if addressed, would have the
single biggest positive impact on commercial performance.
However it was also rarely a current priority for some of the
biggest and best organisations operating in Poland today. It
HOME
GO
BACK
is clearly the area we are most concerned about at redpill.

We understand how difficult it is to address behaviour issues
in people that are deemed indispensable but the impact it is
having on the rest of your organisation could be enormous
and destructive if left to fester over time.
These are a few of the areas we believe are important
for effective and involved leadership to prevail in your
organisation. However, there is one over-arching theme
which usually determines, at the values level, whether
strong leadership is present in an organisation. I refer to
trust. Trust is complex as it is rooted in cultural values. For
example, high level superlatives expressed by one leader from

one nation may be viewed as superficial and lacking in depth
by another person from another nation who requires detail
and understanding before trusting the headlines. In reverse
someone who goes into too much detail may be perceived as
trying too hard to convey her message. Trust is affected by
many things, culture being just one. In addition personality
plays a part. All of the discussion points above concerning
consistency and inclusivity also build trust. Performance
builds trust, as does investing time building relationships with
your colleagues in a social context.
Considering people you know personally,

can you tell me if you trust them
completely, trust them a little, not very
much or not at all? Only 11% of Poles
answered trust completely, compared to
30% of Dutch participants, and 53% of
British participants. The consequence of
this is that building trust in Poland takes
time and energy and is a cultural challenge
Strategic execution
Leadership in
CONTACT
How does leadership & trust

playoutin Poland?
In Poland trust is a very significant issue. Research has shown
that Poles are slow to trust. In the world values survey of
2005-2008 the following question was asked about trust;
Considering people you know personally, can you tell me if
you trust them completely, trust them a little, not very much
or not at all?
Only 11% of Poles answered trust completely, compared to
30% of Dutch participants, and 53% of British participants.
The consequence of this is that building trust in Poland
takes time and energy and is a cultural challenge at the
deepest level. As a leader in Poland for the past five years
I can honestly say my relationships with Poles have taken
the longest to establish but are now some of the strongest
and enduring relationships I have. It is definitely worth
the investment but so easy to give up on along the way.
The consequence of not persevering with this journey has
far reaching consequences for the leadership climate in
your business (see culture eats strategy for breakfast in
the enabling cultural integration section). However the
journey is not so obvious. Firstly Poles generally appreciate
technical competence so some demonstration of technical
skill is advised. Secondly Poles tend to be quite deferential
towards bosses, especially foreign bosses, and thirdly they
avoid placing themselves in situations of vulnerability and
so can be hard to open up. Having spoken to many Polish
and foreign leaders in Poland I would suggest the following
points are borne in mind.
ff Distrust is not personal, it is cultural, so dont take it

personally. They probably like you!
ff Invest time in explaining things thoroughly, especially
strategy.
ff Make time for the team on a personal level
ff Show your personal vulnerability eg language but not
in your supposed area of expertise!
ff Dont expose or compete with people publically, loss of
face can be irreparable for Poles.
ff Show interest in Poland and its culture, Poles are
rightly a very proud nation.
Your leadership fingerprint

The leadership agenda in any one business is as unique as
a fingerprint. You cannot apply a formula and expect an
answer to pop up even if the leadership industry would like
to persuade you otherwise. Our approach to leadership is to
spend a lot of time understanding what you have currently,
and then apply a hard commercial test to anything you want
to change. It must have a purpose if its worth doing and noone can afford to waste money on nice-to-haves these days.
We will develop a unique leadership model with you and help
define the journey to make it a reality in your organisation.
HOME
GO
BACK
Strategic execution
Leadership in
CONTACT
Ace of Diamonds
Ace of Diamonds is a 2 part tool for creating a unique
ACE - Leadership Behaviours are defined across the
leadership model, specifically designed to fulfill your needs

and support your strategy. Using a special pack of cards, we
will firstly help you define organisational practices in your
business that are cognisant of your strategy and culture.
Secondly we will help define the leadership behaviours to
implement the practices successfully.
same five cultural clusters i.e. behaviours such as emotional

engagement and trust are defined for each of five culture
types; contest, hierarchical, system, tribal and connected.
These behaviours can be adopted flexibly to ensure the
organisational practices are implemented consistently and
with authenticity
Ace of Diamonds primary purpose is to develop a leadership

model that gives you maximum chance of achieving your
strategy.
Within the ACE model, flexibility exists for the organisation

to define its own themes called Jokers to ensure relevance
and adoption
ACE - Organisational Practices are defined across five
The practices & behaviours form a minimum of 110 leadership

descriptors that help define current and future leadership
profiles, and enable structured feedback within the team.
different cultural clusters. i.e. practices such as performance

management or control mechanisms are defined for five
different organisational culture types; contest, hierarchical,
system, tribal and connected.
Ace of Diamonds can be used in many

ways within your organisation
ff Enabling feedback in a safe and enjoyable way
ff Creating a common language for leadership discussions
Ace of Diamonds primary

purpose is to develop
aleadership model that
gives you maximum chance
ofachieving yourstrategy
ff 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 preworkshop analysis of current leadership styles, a sense check
against the capabilities required to deliver strategy and a
rigorous planning process to ensure pre-requisite behaviours
are in place before building to more advanced capabilities
HOME
GO
BACK
Strategic execution
Leadership in
CONTACT
ACE: Organisational
practices
HOME
GO
BACK
Strategic execution
Leadership in
CONTACT
ACE: Leadership
behaviours
HOME
GO
BACK
Strategic execution
Leadership in
CONTACT
Leader

u

LeaderQ is an on-line leadership 360

tool. It works by selecting statements
which best define the way an individual
leader behaves in 13 different leadership
situations, ultimately enabling you to
see the culture type that individual
leaders are most comfortable with and
can contribute to.
Leadership teams who want to be more aligned and effective as a team whilst
recognising individual strengths
u Individual leaders who need clarity about how they are perceived by different

groups within the organisation
between them and wish to improve relations

u Key members of leadership teams who need to understand why tensions exist
How does it work?

LeaderQ consists of 26 questions. There are 2 questions for each of 13 differnt leadership
behaviours. Each questions consists of six statements from which respondents are asked to
select up to 2 that best describe current behaviour and 2 that they would personally prefer
to see in the future. The results are clustered into cultural typologies and allow the subject
to see what type of culture they are most aligned with and where groups/ individuals within
the business may experience tension with them.
Benefits
u
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
HOME
GO
BACK
Strategic execution
Leadership in
CONTACT
redpill
reading
redpill reading
HOME
Geert Hofstede
Cultures and Organizations,
Software of the mind.
Michael Minkov
Cultural Differences
in Globalizing World.
Margot Morrell
Fernando Lanzer
Barbara Kellerman
The end of Leadership.
Margaret Wheatley
Leadership and New Science.
GO
BACK
Strategic execution
Leadership in
CONTACT
redpill
contact
redpill contact
Kevin
m: +48 535 050 947
e: kevin@redpillconsulting.eu
Maja
m: +48 603 050 947
e: maja@redpillconsulting.eu
redpill consulting
ul. Supska 69a, 60-458 Poznan, POLAND
NIP: 781-187-83-03
HOME
GO
BACK
Strategic execution
Leadership in
redpill
clients & projects
redpill projects:
HOME
GO
BACK
redpill
culture projects
redpill
strategy projects
redpill
leadership projects
redpill
culture project example
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 model
Enable cross-nationality empathy and suspension of judgment
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
HOME
GO
BACK
redpill
culture projects
redpill
strategy projects
redpill
leadership projects
redpill
culture project example
British company (financial sector) re-locating shared services to Poland:
Issues:
1. British leadership team struggling to appreciate differences between Polish and British cultural norms
2. Polish shared services team needing to understand the cultural differences in service requirements of
internal customers
Solutions:
u
Create objective awareness of cultural differences using Hofstede 5D model
Highlight and explain the complex cultural relationship between service centre and countries
Define good service through the eyes of the customer in different country locations
u Define processes that are efficient and clear and have pragmatic stakeholder involvement
u Help service centre and countries define service level agreements that are sensitive to local needs
u
HOME
Agree tight and loose metrics to ensure critical SLA commitments are achieved
GO
BACK
redpill
culture projects
redpill
strategy projects
redpill
leadership projects
redpill
strategy project example
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

HOME
GO
BACK
redpill
culture projects
redpill
strategy projects
redpill
leadership projects
redpill
leadership project example
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 behavioural

differences, 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
HOME
GO
BACK
redpill
culture projects
redpill
strategy projects
redpill
leadership projects

Talent Programme July 2014

Загружено:

Сведения о документе

Исходное описание:

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

Talent Programme July 2014

Загружено:

Авторское право:

Доступные форматы

enabling

redpill talent programme

talent program helps

develop future leaders to

redpill clents & projects

copywrite redpill consulting. 2013. All rights reserved.

Together, we are redpill consulting.

Organisational talent programmes will need to adapt to different

- Exposure to high level strategy

- Matrix & central structures

- International & diverse markets

- Technology enabled processes

- Vision & values

- Leader/ follower relationships

- Leader centric learning

- Outsourced task/ function

- Developing strategic plans

Tomorrows leaders will face

Culture clusters and organisations

Participants will complete CultureQ, an

Participants will understand how culture

Using Hofstede 5D model to compare

An insight into different cultures

Cultural clashes probably account

Cultural Diffirences in a Globalizing World 2011

1. Working in a diverse cultural environment

Building empathy and sesitivity regarding different cultures

Cultural clashes and their business implications

Ways of making communication and co-operation in international

For whom is it useful?

u Organisations who are trying to make sense of engagement survey results

CultureQ is an on-line organisational

u Organisations who need to understand the expectations of different generations

How does it work?

Competitive advantages to organisations

Power distance (high)

ff Acceptance of responsibility enables faster decision making

ff Discipline enables great execution

ff Employee commitment enables retention of people & knowledge

ff Personal service enables customer satisfaction

Uncertainty avoidance (low)

ff Efficient mass production enables cost minimisation

Uncertainty avoidance (high)

ff Sense of urgency enables opportunistic wins

ff Individual flexibility enables optimisation of resources

ff Patience and future mindset enables market development

Using Hofstedes 5 dimensions ofnational culture

Power Distance index (PDI)

Individualism v Collectivism (IDV)

Masculinity v Femininity (MAS)

Uncertainty Avoidance index (UAI)

Long Term v Short Term orientation (LTO)

Culture comparison: POLAND &.....

UK. Netherlands. China. Czech. Chile.

Poland & Netherlands

Poland & China

Poland & Czech

Poland & Chile

Poland & France

Poland & Germany

Poland & Russia

Poland & Sweden

Poland & Canada