Tony Rodriguez -Career progression & key roles
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Transcript Tony Rodriguez -Career progression & key roles
International & Cultural
Aspects of Leadership
University of San Diego – June 3, 2011
Tony Rodríguez
C-Level executive & independent business advisor
[email protected]
Twitter: TonyRod79
Tony Rodríguez -Career progression & key roles
Staff Accountant – CPA (Coopers & Lybrand) – NYC, Northeast
Corporate Planning Analyst (Philip Morris) – NYC & Latin America
Director Corporate Planning (Seagram) - NYC
Director Finance – Seagram Asia Pacific (Hong Kong & Asia-Pacific)
VP Finance & Planning – Seagram Europe (London & Western Europe)
SVP Chief Financial Officer - Seagram Global
SVP Global Strategy Officer - Seagram Global
Global Development Leader – ABSOLUT Vodka Partnership - Sweden
Global E-Business Leader - Seagram Global – “Silicon Valley”
EVP Deputy CEO & Chief of Staff - Seagram Global
SVP Finance, U.S. Operations - Warner Bros. Home Video – Hollywood & USA
SVP North American Operations - Warner Bros. Home Ent. - Canada
SVP Strategic Projects Implementation - WB Home Entert.
Independent Business Advisor / Director – Ivy Advisory – San Diego
Leadership is…..
…defined by the choices you make in response
to the challenges and opportunities you
encounter along the way.
Good leaders are self-aware and adjust to the
situation at hand in order to motivate people
towards shared goals and optimal performance.
AGENDA:
Diverse Countries & Cultural Examples
Global-9 pilots for strategic business planning
Multiple parties/cultures-US/Sweden (ABSOLUT Vodka)
Asia-North, China, South
Latin America-Mexico, Carrib., Andes, Brazil, Argentina
Europe- North vs. South (Latin) cultures.
US -East vs. West; CA=regions, even So Cal=LA/OC/SD
GLOBAL Initiatives with LOCAL feel
Business Planning Process Launch
Employed 9 very different pilots to learn about:
Market & organization size and capabilities
Diverse Geographic & Cultural implications
Local business and strategic needs
Road tested model & people before global launch
GLOBAL Initiatives with LOCAL feel
Key Lessons: “Not One-Size-Fits-All”
Some customization is vital for effectiveness
Tailor quantity & nature of requirements to smaller
markets ability & scope of strategic business needs.
Every market benefits from gradual roll-out:
Focus initially on high level strategic questions which
trigger responses that (eventually) lead to a plan.
MULTIPLE Parties & Cultures
U.S. (Seagram) and Sweden (ABSOLUT Vodka Co.)
ABSOLUT (elite spirits brand) holds “beauty contest”
to determine their next global distribution partner
Seagram “wins” right to distribute, but making the
partnership work effectively takes time & effort.
Key Results: 10 year partnership builds a US brand into
the #1 global premium vodka; profitable for all parties.
ABSOLUT Co. & management are “First Responders”
when Seagram company is put up for sale; “brothers”!
MULTIPLE Parties & Cultures
Key Lessons: Take time to know & like each other
Learn each others business and ethnic cultures which
can influence long-term business priorities/needs.
Engage in cultural practices to show respect, “good
faith” and learn “what makes people tick”
Focus on developing personal relationships before
diving into business terms (typical US approach)
Emphasize long-term perspective & flexibility to make
the right trade-offs to further the partnership.
ASIA – North, China, South
North (Japan & Korea) – more direct style; be ultra-
sensitive to historical conflicts (military & political).
South (Thailand/Singapore) – more “Latin” style: less
rushed, more “social” & fluid-expect changes. Business
community dominated by “ethnic Chinese”.
CHINA = many different regions/cities
Capitol (Beijing) – strict/govt. control vs. frontier towns
Coastal (developed) vs. inland (rural, less sophisticated)
ASIA – North, China, South
Key Lessons: No region is homogenous, evolving fast
Requires extra effort to visit and learn from the locals
about their specific culture, taboos and preferences.
Should not make judgments using Western “lens”; what is
rude & barbaric in the West may be polite/courteous, and
vice-versa-respect differences even if not your cup of tea.
LATIN AMERICA – Brazil & Arg.
Various sub-regions with distinct features:
Mexico/”NAFTA”; Caribbean, Andes, Southern Cone
Argentina: General Manger for a month
“Forrest Gump” transformed into “Che”
Customer visits & night-time cultural immersion: tango!
Brazil: Town Hall meeting during unfriendly take-over
French acquirer with vague communications: “mulher?”
EUROPE – No/South; West/East
North: England, Germany, Scandinavia
Takes longer to warm up, but more permanent
Direct, no-nonsense without intent to be “rude”
South (Latin): Italy, Spain, Portugal, France, Greece
More extroverted (dramatic) with greater
personal / family influence on business affairs.
Example: Ricasoli winery (Italy) & his 3 sisters
United States: East/West Coasts
East Coast expectations vs. LA “giving good meeting”
California’s different regions-North (SF) vs. South
“Southern Cal” = 3 counties (LA, OC, SD), each with
their own coastal vs. “inland” cultures & industries
LA-Entertainment, CPG; “everything goes”
OC-Banks, Large Industrial; more formal
SD-smaller, bio-tech, life sciences; entrepreneurial
RECAP Key Learnings:
Don’t assume you know anything – find out for
yourself with the people you are dealing with.
Stay flexible and adapt to work with cultural &
personal needs to align people towards common goals.
Road test global or regional projects w/local venues.
Release products/projects in evolutionary approach to
incorporate feedback and continuously improve.
RECAP Key Learnings:
Engage your partners to learn about them and teach
them about “what planet you come from”.
Treat every interaction as a potential long term
relationship; invest time & effort accordingly.
Use your sense of humor and learn to appreciate
others, especially if they are different than your norms.
Have fun… since corporate life is no “dress rehearsal”
and it can be over before you know it.