This document announces Part III of a 3-part webinar series on leading culture change in global organizations. Part III will focus on implementing culture change in emerging markets. It provides details on the webinar topics, speakers, and registration information. Daniel Denison from Denison Consulting and IMD Business School will discuss challenges and opportunities for culture change in emerging markets, drawing on case studies from GE Healthcare China and Vale. The document also advertises Denison's new book on culture change and offers discounts for bulk book purchases.

1. Webcast Series:
Part III
Emerging
Markets
Daniel Denison
Denison Consulting
Ann Arbor, Michigan
IMD Business School
Lausanne, Switzerland

2. Leading Culture Change in Global Organizations:
Special 3-Part Webinar Series
Part I: Getting Your Own House In Order
May 31, 2012 11:00 am – 12:00 pm EDT
This webcast will focus on Supporting the Front Line and Creating
Strategic Alignment by exploring successful change initiatives.
Part II: Crossing Borders
June 28, 2012 11:00 am - 12:00 pm EDT
This webcast explores the challenges companies face in ’Crossing
Borders’ to build effective cultures.
Part III: Emerging Markets
July 19, 2012 11:00 am - 12:00 pm EDT
Part III of this webinar series examines the challenges — and
unique opportunities — of implementing culture change in an
increasingly relevant context: Emerging Markets.

3. “A milestone in the culture studies arena.”
-Edgar H. Schein
Daniel Denison’s best-selling book
illuminates the cultural dynamics firms need
to manage in order to remain competitive.
Best Seller
Published June 26, 2012!

4. www.LeadingCultureChange.com

5. What Is It All About?
Supporting the Front Line
Domino’s Pizza
Creating Strategic Alignment
”DeutscheTech” & Swiss Re
Creating One Culture Out of Many
“Polar Bank”
Exporting Culture Change Across National Boundaries
”GT Automotive”
Building a Global Business in an Emerging Market
GE Healthcare China
Building a Global Business from an Emerging Market
Vale

6. Changing Culture
By Changing Rituals, Habits & Routines
Good
Preserve Invent
& &
Strengthen Perfect
Bad
Unlearn Rethink
& &
Leave Behind Try Again
Old New

7. GE Healthcare China
http://www.youtube.com/watch?v=yB47
wx-b6sY

8. GE Health Care China:
Entering an Emerging Market
 2002: GE acquired Datex-Ohmeda and entered the anesthesia business.
DO was focused on the medium and high-end of the market.
 2006: GE acquired Zymed (CSW), a family-run business in Wuxi
Zymed had “adopted” their technology from Datex-Ohmeda.
“The organizational structure of Zymed was simple. It had dreams, but no
long-term strategy. It had a culture of thrift. It also had good execution, which
was based on a transparent rewards system. In its ten-year history employees
benefited a lot financially.”
 2007: GE hired Finn Matti Lehtonen as General Manager of LSS in China
He replaced Singaporean P.S. Sim, the original GM
“Sim was busily engaged in marketing and sales, He has no time for quality,
operations, costs, or other issues.”
 2007: Lehtonen, an engineer with over 25 years experience in China
He built a team with long experience in GE Healthcare China
A few key hires (engineering, sales) from the outside.

9. GE Health Care China:
Entering an Emerging Market
 GE underestimated the quality problems that they had
inherited and had to stop shipping CSW machines. DO
machines were high quality, but assembled at another,
separate site in Wuxi. Engineers were too busy fixing
quality problems to do the necessary product design work
to replace the existing CSW products with new one.
―We have to put about 90% of our engineering resources on
maintenance. If I could start from scratch and put 90% of the
engineering resources on new product development, we could
reduce quality issues by 80%.‖

10. Survey Results: Late 2007
Leadership Team Managerial & Supervisory R&D

11. GE Health Care China:
Entering an Emerging Market
 Lehtonen decided to lead with vision. The goal was to inject a
strong sense of vision, mission, and strategy into the organization
and reshape the mindset of all employees. He held monthly town
hall meetings that involved all 180 employees on site to discuss the
vision and the strategy map for the organization and for each
function.
 The culture survey results showed that among the engineers, there
were three major issues: lack of customer focus, limited sense of
purpose, and little attention spent on capability development. They
addressed this issue by sending each of their engineers into the
operating room one day each year, to see their products in action.
―When I was in the operating room, the idea occurred to me that if the
machine didn’t work, we could harm people. On the other hand, when
the operations are successful, I feel proud of my job because I help save
people’s lives.‖

12. Survey Results: Early 2009
Leadership Team Managerial & Supervisory R&D
2008
2009

13. GE Health Care China:
Entering an Emerging Market
 Leading with process was much harder. The organization had at
least three different processes: GE Process, DO Process, and CSW
Process. They involved very different mindsets:
―It seems no one realizes how much a good process means to engineers.
My understanding is that a good process is like a signpost on the
highway. With a good process, you’ll know clearly how to do things…
Engineers are people who like to ask ―why‖ and find the answer… But we
have neither clear signposts nor people answering the question here…
Sometimes you have to spend more than a day doing something that
could be done in one hour with out the process.‖
―The new GE process is developed based on US FDA requirements. Its
level is just too high for our low baseline.‖
―A lot of requirements come from EHS (environment, health and safety),
HR Finance, and other functions. GE culture is very aggressive. You
must close lots of things within a very short period of time.‖
―We can’t use the DO process as it doesn’t have a supporting system
here. But the new process is not clear. When you get lost with the
process and ask someone else, it seems no one knows the direction.‖

14. Lessons for Leaders
 Leading with vision is powerful
 Operating in the cultural context
 Speed of change
 Subcultures are everywhere
 Acquiring a competitor

15. Vale

16. Culture Change at Vale: 2000-2006
 Clear vision
 Professionalization
 Standardization of processes and KPI’s
 Creation of Valer
 International expansion: Exploration

17. 2006 Culture Survey Results: Vale

18. 2006 Culture Survey Results:
Vale vs Inco

19. Culture Change at Vale:
2006-2008
 Professionalization
 Standardization of processes and KPI’s
 Valer
 Leadership training: MIT and IMD
 Management Board Strategic Retreats
 Greenfields
 International expansion: Exploration and commercial
 Leadership forums
 Hiring from the outside

20. 2008 Culture Survey Results:
Vale

21. 2008 Culture Survey Results:
Vale & Inco

22. Lessons Learned
1. Put your internal house in order. Create a
professional culture with a “One Company” feel.
2. Going global from an emerging market requires a
careful balancing of a professional, empowered
culture with a core of central decision-making.
3. The impact of a hard-driving and visionary CEO to
move from decentralized fiefdoms to a
professionally run company cannot be
underestimated.

23. Leading Culture Change in Global
Organizations:
Special 3-Part Webinar Series
Part I: Getting Your Own House In Order
May 31, 2012 11:00 am – 12:00 pm EDT
This webcast will focus on Supporting the Front Line and Creating
Strategic Alignment by exploring successful change initiatives.
Part II: Crossing Borders
June 28, 2012 11:00 am - 12:00 pm EDT
This webcast explores the challenges companies face in ’Crossing
Borders’ to build effective cultures.
Part III: Emerging Markets
July 19, 2012 11:00 am - 12:00 pm EDT
Part III of this webinar series examines the challenges — and
unique opportunities — of implementing culture change in an
increasingly relevant context: Emerging Markets.

24. Special Offers
Denison Consulting clients who bulk order Leading
Culture Change in Global Organizations can receive
these exclusive, limited-time offers!
Free, in-
25 Books
300 Books
FREE
100 Books Free, live person
Denison webcast by speaking
Consulting Dan event by
e-Workshop Denison Dan
Denison
Price per book: $30.00

25. Webcast Series:
Part III
Emerging
Markets
Daniel Denison
Denison Consulting
Ann Arbor, Michigan
IMD Business School
Lausanne, Switzerland