Leadership Development, Managing Across Cultures, Strategy Articulation, Development of the Human Resources function is what we do.

1. FERNANDO LANZER PEREIRA DE SOUZA
JUSSARA NUNES PEREIRA DE SOUZA
CONSULTANTS
Leadership and Change in Organizations
www.LCOpartners.com

2. 2
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

3. 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
3
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?

4. 4
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).

5. 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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6. 6
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”.

7. 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.
7
Stated values or practiced values?

8. 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)
8
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.

9. 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)
9
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.

11. 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.
11
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.

12. 12
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.

13. 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.
13

14. 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
14

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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.

16. 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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17. 17
Our clients

18. 18
Our partners

19. 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

20. 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

21. 21
THANK YOU
fernando@LCOpartners.com
itimbrazil@hotmail.com