FERNANDO LANZER PEREIRA DE SOUZA JUSSARA NUNES PEREIRA DE SOUZA

CONSULTANTS

Leadership and Change in Organizations www.LCOpartners.com

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Our focus: we help our clients solve human issues in business management.

VALUE  added

Coaching  Consul2ng  Designing    &  facilita2ng  workshops  

Organiza2on  Development  

Leadership  Development  

Human  Resources  Func2on  

Op2miza2on  

Cross-­‐cultural  Leadership  

We refer to an “Eternal Triangle” that may be applied to individual issues and just as well to teams

and to large organizations.

We partner with people and help them go through a change process consisting of three phases: - Clarifying where they would like to be - Identifying where they are now - Planning and implementing a course of action to

get them there

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We  do  this  through  “Socra2c  coaching”,  so  that  people  will  learn  to  repeat  this  process  without  needing  further  assistance  from  us.  

Where  are  we?  

Where do we want to go?

How  do  we  get  there?  

WHERE  TO  GO?  

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The triangle, the tree, the ladder and the bridge

FOCUS  

In addition to the triangle that represents our approach to individual, team and organization development, we employ three other metaphors: strategy articulation (the tree), effectiveness of the HR function (the ladder) and cross-cultural management (the bridge).

Where do we want to go?

Where are we? How to get there

Content

Business strategic intent

Process

What kind of organization do we want to be?

Business Strategy

Organization Development Strategy

Business Analysis

Culture Diagnosis

The triangle applied to organizational culture development

Business strategy (content) and organizational culture (process) are parallel dimensions of the same reality that need to be fully aligned.

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Artifacts:  behaviors,  symbols,  rituals

Stated  Values

Assumptions:   underlying   values

Visible

Invisibe

Culture: visible and invisible

Our practical approach to culture combines models proposed by Edgar H. Schein, from MIT, and Geert Hofstede, from the Limburg University at Maastricht. Organizational culture has two visible parts and an invisible part made of underlying values or assumptions. This invisible part determines how people behave and perform. The stated values do not necessarily represent the real culture: most likely they describe a desired culture, that may or may not be really influencing people’s performance in practice.

Culture is the set of written and unwritten norms that give an organization its sense of what is “right” and “wrong”.

Organizational culture may be approached at three different levels: •  People’s behavior and performance, the organization’s symbols, heroes and rituals, which Schein called “artifacts” of organizational culture; •  Stated values, formally articulated in official public relations institutional messages aimed at internal and external audiences; and •  Underlying values, which Schein called “assumptions”, and which are the real determinants of the real organizational culture, of management communication and practices, of people’s performance and behavior.

In the next page we present an overview of a program embracing all three levels, dealing with people’s behavior, the desired/stated culture and the real culture. An example of how such a program might look like is shown. However, it is just an example: the actual program must be designed, planned and led in partnership with each client. If there is a preference for focusing on the discussion of stated/espoused values, the approach will be different. The emphasis will be on the second level and will involve the discussion of values to be articulated and communicated to internal and external audiences. This should begin with a discussion of its initial scope, deciding on who should

participate in the articulation of these values and how will this process of discussion and articulation be carried out, followed by a broad institutional communication plan. The actual practice of the chosen values can subsequently be approached, through a development plan including all three levels: behavior, stated culture and real culture.

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Stated values or practiced values?

2. ODW Top 20

3. Product Top 20

4. Culture Project

5. Follow-up

12. ODW “N”

13. Product

“N”

21. Products “N”: New action plans

20. Climate analysis & action workshops

19. Announcing results

18. Climate Survey

11. Review of other relevant policies

15. Rituals Review

14. Coaching Leaders

6. Management Policies Review

1. Meaning Tree (Top Team) 8. Reward &

Benefits

7. RSTAR

9. Performance Appraisal

16. Management Development

10. Communication

Plan

17. Transversal Themes

22. On-going Renewal (HR)

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Possible roadmap of an Organizational Culture Development Program

Working on organizational culture requires a rather complex program with many implications. If we keep our eyes on the bigger picture and set clear medium and long-term objectives, it is possible to carry out a long-lasting program with significant strategic impact. The Program is planned jointly with the client and it typically involves workshops with the organization’s leaders and a thorough review of its management policies.

1.  Mission/Purpose 2.  Target Clients 3.  Value Proposition 4.  Ambition 5.  Strategy 6.  Structure 7.  Value proposition to staff 8.  Vision (desired culture) 9.  Identity (present culture) 10.  Change strategy (culture change program)

11. Action (executing strategy)

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The meaning tree

The meaning tree consists of a series of meetings with an organization’s Management Team to articulate a shared vision about the components of its strategic intent. Desired culture is a part of this. The present, actual culture is another very important component, since the gap between the two will determine the scope of the change strategy required to keep or change the present situation.

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At what stage of development is your Human Resources area functioning?

We carry out an interactive assessment of the HR/People & Management function, to determine at what level it is currently functioning, where should it be and what must be done to take it to the desired level. This is done with members of the HR function themselves and with selected stakeholders.

Management practices are strongly influenced by culture. Not everything that was developed to work well in Europe, for example, will work equally well in Brazil, and vice-versa. Get to know the dimensions of culture and how they affect management effectiveness. Understand how one must adapt practices in order to gain effectiveness across cultures. In each country work is done differently, with different assumptions. This goes far beyond differences in business etiquette, different ways of greeting and giving out business cards.

Culture differences run deeper and affect the way people communicate, run meetings, negotiate, select staff members, appraise and reward performance, among other things. When ignoring such differences, managers end up deciding for the wrong things and create bigger problems than the ones they were trying to solve. We do consulting, workshops and coaching to improve intercultural effectiveness. We asses expatriation candidates. We prepare professionals and their families for intercultural adaptation.

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Bridges across cultures to manage people more effectively.

See also the books “Cruzando Culturas sem ser atropelado: Gestão Transcultural para um mundo globalizado” (São Paulo: Editora Évora, 2013) and “Take Off Your Glasses” (New York: CreateSpace, 2012), both by Fernando Lanzer.

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Multicultural teams may perform much better or much worse than single-culture teams.

A study carried out by Dr. Carol Kovachs at UCLA – University of California at Los Angeles found that multicultural teams (in which team members come from different cultures) tend to lie on the extremesof a bell-shaped curve in terms of their performance: they are either above the average performance of monocultural teams or well below that average.

Culture diversity provides a team with the possibility of performing better than others; as long as this diversity is understood and managed in order to capitalize on its maximum potential.

When diversity is not understood nor managed, it leads to confusion, misunderstandings and inferior performance.

Power distance « PDI »

Individualism / Collectivism « IDV »

Performance / Caring « PER »

Uncertainty avoidance « UAI »

Long term orientation « LTO »

Culture value dimensions allow us to understand the underlying logic of a culture.

Geert Hofstede’s model of culture dimensions may be applied both to national cultures and to organizational cultures. It is the most widely used model in the whole world, recognized by business leaders and by academics.

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The bridge

Get to know the dimensions of culture and how they affect management effectiveness. Understand how to adapt your own practices to gain effectiveness across

cultures.

The tree

When articulating a clear strategy it is necessary to define these ten items in order to communicate your

strategy clearly and consistently.

The ladder

At what level is your organization’s Human Resources function operating currently? Defin where it should be

and how to take it there.

The triangle

Where are we? Where do we want to go? How do we get there? These three questions must be addressed for anything, including for leadership development.

These four themes can also be the subject of lectures and workshops

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What we’ve done

Assessment of Corporate Culture and of the effectiveness of the HR function as part of due diligence for acquisitions. Design of extensive (24-month) development programs combining modular workshops, external coaching and action-learning projects. Corporate Culture Development in many organizations and different countries in South America and the Caribbean. Re-organization of the HR function in different companies. Integration of different merged or acquired companies.

Re-design of job structures, fixed compensation, bonus schemes and benefit plans for different companies. Design and delivery of numerous three-day and five-day development workshops for senior executives and middle-managers of different companies. Design of climate surveys for different companies. Corporate Culture Workshops for different companies. Career Development Workshops, as part of CD framework implementation.

Executive searches for difficult-to-fill positions in different companies. Cross-cultural assessment of candidates for international assignments. Cultural-fit preparation workshops for families on international assignments. Career counselling for senior executives. Interim management of HR Department for services organization.

Brazil

Argentina Uruguay

United States

Mexico Libya

Egypt

Angola

Panama

Ecuador Peru

Chile

Colombia

Venezuela

Paraguay

Malaysia

Jordan

Italy

England

Portugal

Netherlands France

Spain

Surinam

Belgium

Curaçao Aruba

Emirates India

Scotland

Germany

Switzerland

China

Singapore Kenya

Czech Rep.

Finland

Japan

Canada

Russia

We’ve worked in over 40 countries.

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Our clients

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Our partners

Fernando Lanzer is a consultant and facilitator in leadership and organization development. For 15 years up to 2007 he played different roles at ABN AMRO Bank, in Latin America (HR Director) and in Amsterdam (Executive Vice President, Group Head of Leadership Development and Learning). Previously he was Head of HR and OD at Banco Iochpe/Bankers Trust NY and HR Head at Banco Sulbrasileiro. As a management consultant he accumulates 10 years of experience with organizations from different industries, mostly around Executive Education, Organizational Culture and Cross-Culture Mnagement in over 40 countries. He is a chartered psychologist specializing in Organization Development and he chaired the Supervisory Group of AIESEC International, the world’s largest student-led international internships organization. Fernando is Brazilian, the author of many articles in Portuguese and English,and of the books “Take Off Your Glasses” (Create Space, 2012, now translated to Portuguese as “Tire os seus óculos”) and “Cruzando Culturas” (Editora Évora, 2013).

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WHO WE ARE

Jussara Nunes Pereira de Souza is a management consultant and facilitator in leadership, individual assessment, team development and cross-cultural relations. She has over 25 years of experience in these fields. Brazilian, a psychologist with a degree from PUC/RS and certified as a coach by the European Association for Supervision (EAS) in The Netherlands, she also holds degrees and certification from FGV São Paulo in Human Resources Management, from SBDG in Group Dynamics, from MSI (Washinton DC) in Entrepreneurial Development and from ITIM in International and Organizational Culture Management. Jussara led a major research project (the largest of its kind ever done) on Brazilian culture sponsored by JCTM Marketing Industrial and the Institute for Research on Intercultural Cooperation (IRIC). She was a Board Member for the International School of Amsterdam and led a group of 80 volunteers from 35 nationalities as president of the school’s PTA.

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WHO WE ARE

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THANK YOU

fernando@LCOpartners.com itimbrazil@hotmail.com