1. When Cultures Meet – A Story in Values Merging

2. About Primeast TRUSTED BY THE WORLD’S MOST RESPECTED ORGANIZATIONS Established in 1987 – based in the UK Background in corporate and experiential training International offices in Prague, Houston and Malawi A global partnership network with c. 100 trusted facilitators and coaches Proud winners of the Queens Award 2015

3. Industry Sectors WE HAVE WORKED WITH CLIENT CHALLENGES IN THE FOLLOWING SECTORS:

4. Cultural Norms Valuable cultural insights –Comparisons –Expected etiquette –Business and social expectations 5 key dimensions

5. Cultural norms against 5 key metrics USA UK CHINA INDIA Independent Egalitarian Risk Direct Task Independent Egalitarian Risk Direct Task Independent Egalitarian Risk Direct Task Independent Egalitarian Risk Direct Task Interdependent Status Certainty Indirect Relationship Interdependent Status Certainty Indirect Relationship Interdependent Status Certainty Indirect Relationship Interdependent Status Certainty Indirect Relationship

6. Utilize Diversity for Performance People with diverse backgrounds bring individual talents and resources to accomplish tasks Diverse groups can provide a greater variety of solutions Diverse groups are more likely to have positive outcomes in the workplace because they are able to avoid group think

7. Impact of Generations Across the Globe “Talking about Whose Generation” – Hole, Zhong, Schwartz – Deloitte, 2010

8. Challenge: Different culture and generation Cultural differences – people and political Baby Boomers, Generation X,Y… Differences at different stages in different locations at different times. Needing attention and focus with communication and understanding at the heart for effective performance Culture can DIVIDE

9. Cultures merging and moderating over time Global organizations needing to collaborate Virtual teams to achieve performance Borders weakening Mergers and acquisitions increasing across cultures Impact of technology, openly available information, social media… Cultures merging and moderating over time? It takes generations Can we wait, or is there another way?

10. Values-based leadership “It is the language of values that people use to map their world. It is what can inspire them to take action and move beyond their isolation” Barack Obama Today's problems come from yesterday's "solutions” Peter Senge We can’t solve today’s problems with yesterday’s solutions Transformation: –Adaptive Leadership – Ron Heifetz and Marty Linsky, Harvard Business Review –Theory U – Letting Go, Emergence, Letting Come – Otto Scharmer –Breakthrough leadership – John DeMartini –Personal values to achieve higher meaning and personal/community success – Barrett Values Centre “Imagination is more important than knowledge” Einstein

11. Barrett Values - Our personal values are the foundation for our individual and team motivation 11 Service SERVICE TO HUMANITY AND THE PLANET Devoting your life in self-less service to your purpose and vision Making a difference COLLABORATING WITH PARTNERS Working with others to make a positive difference by actively implementing your purpose and vision Internal cohesion FINDING PERSONAL MEANING Uncovering your sense of purpose and creating a vision for the future you want to create Transformation PERSONAL GROWTH Understanding your deepest motivations and experiencing responsible freedom by letting go of your fears Self-esteem SELF-WORTH Feeling a positive sense of pride in self and ability to manage your life Relationship BELONGING Feeling a personal sense of belonging, feeling loved by self and others Survival FINANCIAL SECURITY & SAFETY Creating a safe secure environment for self and significant others Power, Status, Being liked, Blame Control, Greed

12. Misaligned Organization – Kennex (432) Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 Personal ValuesCurrent Culture ValuesDesired Culture Values PL= 12-0 | IRS (P)= 5-7-0 | IRS (L)= 0-0-0 PL= 3-9 | IROS (P)= 0-0-3-0 | IROS (L)= 6-2-1-0PL= 10-0 | IROS (P)= 2-5-3-0 | IROS (L)= 0-0-0-0 Matches PV - CC1 CC - DC1 PV - DC5 1. honesty 312Level 5 2. humor/fun 279Level 5 3. accountability 242Level 4 4. flexibility 235Level 4 5. politeness 212Level 2 6. openness 196Level 5 7. responsibility 193Level 4 8. listening 188Level 2 9. loyalty 179Level 2 10. cooperation 169Level 5 11. ethics 169Level 7 12. fairness 169Level 5 Black Underline = PV & CCOrange = CC & DCP = PositiveL = Potentially Limiting I = IndividualO = Organizational Orange = PV, CC & DCBlue = PV & DC(white circle)R = RelationshipS = Societal 1. complaining (L) 301Level 2 2. bureaucracy (L) 286Level 3 3. dissatisfaction (L) 264Level 3 4. disclaim responsibility (L) 241Level 3 5. humor/fun 219Level 5 6. caution (L) 203Level 1 7. conflict (L) 187Level 2 8. resistance (L) 182Level 1 9. shallowness (L) 167Level 3 10. expulsive (L) 142Level 2 11. individualism 142Level 4 12. tradition 142Level 2 1. honesty 301Level 5 2. open communication 283Level 2 3. accountability 266Level 4 4. flexibility 263Level 4 5. including 254Level 4 6. competence 247Level 3 7. shared values 230Level 5 8. humor/fun 224Level 5 9. dialogue 173Level 6 10. openness 158Level 5 Values PlotCopyright 2008 Barrett Values CentreAugust 2008

13. Where Values Collide USA accountability teamwork continuous improvement customer satisfaction open communication coaching/ mentoring information sharing balance (home/work) leadership development integrity WESTERN EUROPE SOUTH AMERICA ASIA teamwork customer satisfaction continuous improvement commitment accountability employee recognition open communication humor / fun quality adaptability teamwork continuous improvement commitment continuous learning customer satisfaction employee recognition open communication leadership development ethics innovation teamwork accountability customer satisfaction innovation continuous improvement employee recognition integrity efficiency fairness employee fulfilment professionalism 4 regions 3 regions 2 regions Research findings by Barrett Values Centre – March 2015

14. Values Assessment: Personal, Corporate, Leadership Personal Values Assessment: https://www.valuescentre.com/our-products/products- individuals/personal-values-assessment-pva

15. Where – Contact us www.primeast.com enquiries@primeast.com Global Headquarters Primeast Ltd, 5 Greengate Cardale Park, Harrogate HG3 1GY United Kingdom t: +44 (0)1423 531083 Central Europe Primeast s.r.o Sinkulova 329/48 Prague 4 140 00 Czech Republic t: +42 0 222 360 166 Regional Offices Primeast Southern Africa Ufulu Street 2/288 Area 43 Lilongwe, Malawi t: +265 1795 230 Primeast North America Primeast LLC 3663 N. Sam Houston Parkway East Suite 607 Houston, Texas 77032 t: +1 832 234 4057