The document discusses leadership and cultural considerations for planning and operations. It outlines a framework called CIPM (Continuous Improvement Process Methodology) for integrating culture, planning, and process improvement. CIPM includes policies, procedures, structure, processes, integration, accountability, and documentation. The document also describes cultural attitudes that can impact planning, such as a short-term focus, spontaneity, differing views of time and responsibility. Finally, it discusses stages of cultural adaptation for new employees, from initial fear and uncertainty to eventual integration.

1. Applied Growth Transitions
www.appliedgrowth.com
Leadership
Cultural Intercepts
implications for operations
Salvador Z. Zamudio, MBA

2. Why Do it?
• Labor Management
Make the best use of available labor 60%-70%
is at stake
• Planning Short Term-Long Term-Strategic
Create effectiveness by design
• Succession Planning
Who is your leadership base Manager-
Supervisor-Team Lead

3. C I P M
Policies
Procedures
Structure
Process
Improvement
Processes
System

4. C I P M
Integration
Culture
Methodology
Planning
Planning

5. C I P M
Clear
Accountability
Clear
Consequences
Clear
Expectations
Defined
Authority
Direction

6. C I P M
Process
Improvement
Process
Documentation
Evaluation
Pilot Test
Efficiency
Gains

7. C I P M
Cultural Attitudes Towards Planning
• Planning - mostly short term
• Spontaneous activity - modus operandi
• Time - valued differently
• Pervasive Concept -“It’s good enough”
• Power Distance - huge barriers
• Group - more important than self

8. C I P M
Cultural Attitudes towards Planning
• Assuming Responsibility -“Hard to do”
• Saving Face - ”More important than success”
• Strong Affiliation with the “Patron Image”
• Nepotism - “ A Default Management System”
• Questioning authority seems “Not a good thing
to do”

9. C I P M
Cultural Attitudes towards Planning
• Planning - “is for the Jefes”
• Self initiative - “not a strong suit, without trust”
• Doers - “not planners”
• Fatalistic view of the future -“So why plan ahead?”
• Cultural and language barriers - Critical issues

11. Incertitude Stage-
New Employee is not
sure about new
situation. Comparison
between the old and
the new take place.
Transition Stage-
Adaptation
Participation, Employee
feels he can work with
new conditions and
looks for opportunities
to become involved.
Resentment
Stage- Negative event
triggers digression to
previous stage
(Employee may
become disgruntled).
Resignation Stage-
Employee accepts new
conditions and lives with
it (Employee falls back
on fatalistic outlook).
Integration Stage -
(Employee assumes
responsibility) Sees
value in learning new
things, language and
other skills)
2
4
5
3
6
Fear Stage - New
Employee does not
understand world
around him/her.
1

12. Leadership Cultural Intercepts

13. Leadership Cultural Intercepts

14. Leadership Cultural Intercepts

15. Leadership Cultural Intercepts

16. Leadership Cultural Intercepts

17. Leadership Cultural Intercepts

18. Leadership Cultural Intercepts

19. Leadership Cultural Intercepts

20. Leadership Cultural Intercepts

21. Leadership Cultural Intercepts

22. Leadership Cultural Intercepts

23. Leadership Cultural Intercepts

25. Leadership
Solutions

26. Questions
and
Feedback

27. Resources

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Emmerling, R. J., & Boyatzis, R. E. (2012). Emotional and social intelligence competencies:
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doi:http://dx.doi.org/10.1108/13527601211195592
Kohnen, J. (2012). Leading with cultural intelligence: The new secret to success. The Quality
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29. Salvador Z. Zamudio
www.appliedgrowth.com