International & Cultural
Aspects of Leadership
University of San Diego – June 3, 2011
 Tony Rodríguez
 C-Level executive & independent business advisor
 TonyRodriguez@Alumni.Princeton.edu
 Twitter: TonyRod79
Tony Rodríguez -Career progression & key roles
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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”
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Some customization is vital for effectiveness

Tailor quantity & nature of requirements to smaller
markets ability & scope of strategic business needs.
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Every market benefits from gradual roll-out:
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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.