TCS12 - Fons Trompenaars - THT Consulting
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TCS12 - Fons Trompenaars - THT Consulting TCS12 - Fons Trompenaars - THT Consulting Presentation Transcript

  • DILEMMAS IN SECURING THE BUSINESSBENEFITS OF SOCIAL MEDIAThe Social ConferenceAmsterdam, 9 February 2013Fons Trompenaars
  • Your clients and partners
  • Approaching Dilemmas: Navigating Strategic Tensions To Innovate is to Combine Values That are not easily joined… Therefore scarce... Therefore profitable….
  • This approach leads to concrete and measurable actions…Impact Realize and Root Implement Reconciling Actions Reconcile Resolve Cultural Differences Respect Appreciate Cultural Differences Recognize Increase Awareness Time
  • Pre-conference survey Participants were invited to complete an online survey about how and why they use social media, and in the context of their work and their organisation. Analysis of some 123 respondents provided herein offers an informative background to the context of the conference.
  • How much do you use social media and what for? • Light user (sometimes passively consume information from social media sites, but do not contribute content) • Medium user (actively participate in social media as member at least one social media site includes uploading content (e.g. photo’s, video’s) • Heavy user (actively participate in social media as member of more than one social media sites includes uploading content (e.g. photo’s, video’s), providing status updates, entering into platform conversations, maintaining a personal blog, etc.
  • Most important dilemmas On the one hand Rank On the other hand Best decisions are made when Best decisions are made when having researching the issue, taking time for real-time information available at our mostreflection and reaching a conclusion over fingertips and reacting instantaneously period of time based on the real-time insightsIndividual knowledge and judgment is the Collective intelligence and distributed most effective basis for making the best Second knowledge is the most effective basis for decisions making the best decisions A certain level of opacity and control over who has access to what information is Transparency and free sharing of allnecessary to prevent sensitive information information is critical to promoting trust Third from getting out and getting everyone and making information available forinvolved in decision making (= the need to further elaboration and decision making know concept) Multi-way dialogue between more people One-way communication works best for Fourth works best for spreading a critical spreading a critical message message Hi Tech Fifth Hi Touch
  • What is Culture? Please define culture
  • A model of culture Explicit Culture Implicit Culture
  • About CultureIs a dynamic process of solving human problems/dilemmas in theareas of… - Human Relationships - Time - Nature
  • 01/ The Car AccidentWhat happens to your friend?
  • 01/ What right does your friend have? A. My friend has a definite right as a friend to expect me to testify to the lower figure. B. He has some right as a friend to expect me to testify to the lower figure. C. He has no right as a friend to expect me to testify to the lower figure.
  • 01/ Dilemma INTEGRITY The top 2 of your corporate values are: 1. Integrity 2. We respect the cultures of others Please discuss in the context of these values what your answer would be…
  • 01 Universalism versus Particularism02 Individualism versus Communitarianism03 Neutral versus Affective04 Specific versus Diffuse05 Achievement versus Ascription06 Sequential versus Synchronic07 Internal versus External Control
  • 01/ Universalism versus Particularism • Consistency • Flexibility • Systems, standards • Pragmatic & rules • Make exceptions • Uniform procedures • “It depends” • Demanding of clarity • At ease with ambiguity • Letter of the law • Spirit of the law
  • 01/ Universalism Friend has no/some right and would not help Switzerland 97 Canada 93 USA 93 Sweden 92United Kingdom 91 Australia 91 Netherlands 90 Germany 87 Czech Rep 83 France 73 Brazil 73 Singapore 69 Japan 68 Mexico 64 India 54 China 47 Russia 44 Korea 37 Venezuela 32 0 20 40 60 80 100
  • 01/ Dilemma Global versus LocalGlobal Standards Cultural Diversity (Critical Mass) (Differing solutions)
  • Global versus LocalGlobal centralized Global Corporation Multi-Local Corporation Decentralized Multinational
  • Global versus LocalGlobal centralized Transcultural Corporation International Corporation Decentralized Multinational
  • 01 Universalism versus Particularism02 Individualism versus Communitarianism03 Neutral versus Affective04 Specific versus Diffuse05 Achievement versus Ascription06 Sequential versus Synchronic07 Internal versus External Control
  • 02/ Individualism versus Communitarianism a) One said: ‘It is obvious that if one has as much freedom as possible and the maximum opportunity to develop oneself, the quality of one’s life would improve as a result.’ b) Another said: ‘If the individual is continuously taking care of his or her fellows then the quality of life for us all will improve, even if it obstructs individual freedom and individual development.’
  • 02/ Individualism Percentage opting for individual freedom Israel 89 Canada 71 USA 69 Denmark 67Netherlands 65 Finland 64 Australia 63 UK 61 Sweden 61 Russia 60 Germany 53 Italy 52 Brazil 44 Indonesia 44 Singapore 42 China 41 France 41 Japan 39 India 37 Mexico 32 Egypt 30 0 20 40 60 80 100
  • 02/ Individualism: agePercentage opting for individual freedom <20 69 %21-30 6531-40 6041-50 4451-60 41 >60 39 20 40 60 80
  • Differences by age
  • Most important dilemmas On the one hand Rank On the other hand Best decisions are made when Best decisions are made when having researching the issue, taking time for real-time information available at our mostreflection and reaching a conclusion over fingertips and reacting instantaneously period of time based on the real-time insightsIndividual knowledge and judgment is the Collective intelligence and distributed most effective basis for making the best Second knowledge is the most effective basis for decisions making the best decisions A certain level of opacity and control over who has access to what information is Transparency and free sharing of allnecessary to prevent sensitive information information is critical to promoting trust Third from getting out and getting everyone and making information available forinvolved in decision making (= the need to further elaboration and decision making know concept) Multi-way dialogue between more people One-way communication works best for Fourth works best for spreading a critical spreading a critical message message Hi Tech Fifth Hi Touch
  • 02/ Dilemma ReconciliationThe Individual and the Team Case Study: Independence versus Dependence
  • Approaching the second most important dilemma (individual/team decisions) Pooled Possibilities forIndividual knowledge and judgment for Cutting through 9% Personal Choice the Gordian effective decision making Knot 91% Group Think Collective intelligence and distributed knowledge for making the best decisions
  • 01 Universalism versus Particularism02 Individualism versus Communitarianism03 Neutral versus Affective04 Specific versus Diffuse05 Achievement versus Ascription06 Sequential versus Synchronic07 Internal versus External Control
  • 04/ Specific versus Diffuse
  • 04/ Specific versus Diffuse PUBLIC PRIVATE
  • 04/ Specific versus Diffuse Specific Relationship
  • 04/ Specific versus Diffuse PUBLIC PRIVATE
  • 04/ Specific versus Diffuse No Relationship
  • 04/ Specific versus Diffuse PRIVATE PRIVATE Diffuse Relationship
  • 04/ Specific versus Diffuse PRIVATE PUBLIC Danger Zone
  • 04/ Specificity A boss asking to paint his houseThe colleague argues:You don’t have to paint the house if you don’t feel like it. He is your bossin the company. Outside the company, he has little authority The subordinate argues:Despite the fact that I don’t feel like it, I will paint the house anyway. He is my boss and you cannot ignore it outside your work either.
  • 04/ Specificity Would not paint the house Sweden 91Netherlands 91 Denmark 89 UK 88 Canada 87 USA 82 Brazil 80 Australia 78 Japan 71 Mexico 70 Thailand 69 Greece 67 Belgium 66 Korea 65 Singapore 58 Venezuela 52 Kuwait 47 Nigeria 46 China 32 0 20 40 60 80 100
  • 04/ Communication in high and low contextDiffuse SpecificA larger context A smaller context(from general to specific) (from specific to general)
  • Most important dilemmas On the one hand Rank On the other hand Best decisions are made when Best decisions are made when having researching the issue, taking time for real-time information available at our mostreflection and reaching a conclusion over fingertips and reacting instantaneously period of time based on the real-time insightsIndividual knowledge and judgment is the Collective intelligence and distributed most effective basis for making the best Second knowledge is the most effective basis for decisions making the best decisions A certain level of opacity and control over who has access to what information is Transparency and free sharing of allnecessary to prevent sensitive information information is critical to promoting trust Third from getting out and getting everyone and making information available forinvolved in decision making (= the need to further elaboration and decision making know concept) Multi-way dialogue between more people One-way communication works best for Fourth works best for spreading a critical spreading a critical message message Hi Tech Fifth Hi Touch
  • Approaching the most important dilemma (information for decision making)Best decisions are made when having real-time information at fingertips Chronic Muddling with a Distraction Purpose 62% 38% time Weight of the evidence Best decisions are made when researching the issue
  • Most important dilemmas On the one hand Rank On the other hand Best decisions are made when Best decisions are made when having researching the issue, taking time for real-time information available at our mostreflection and reaching a conclusion over fingertips and reacting instantaneously period of time based on the real-time insightsIndividual knowledge and judgment is the Collective intelligence and distributed most effective basis for making the best Second knowledge is the most effective basis for decisions making the best decisions A certain level of opacity and control over who has access to what information is Transparency and free sharing of allnecessary to prevent sensitive information information is critical to promoting trust Third from getting out and getting everyone and making information available forinvolved in decision making (= the need to further elaboration and decision making know concept) Multi-way dialogue between more people One-way communication works best for Fourth works best for spreading a critical spreading a critical message message Hi Tech Fifth Hi Touch
  • Approaching the third most important dilemma (‘need to know’ versus transparency) Sharing with those who might Official Secrets complete the picturePrevent sensitive information from getting out for Insiders Only 23% 77% Public Secret Transparency and free sharing of all information is critical to promoting trust
  • 01 Universalism versus Particularism02 Individualism versus Communitarianism03 Neutral versus Affective04 Specific versus Diffuse05 Achievement versus Ascription06 Sequential versus Synchronic07 Internal versus External Control
  • 05/ Achievement versus Ascription What You Do Who You Are STATUS ?
  • 05/ Achievement versus Ascription Aspects of ascribed status… • Family • Age • Gender • Education
  • 05/ Achievement versus Ascription ‘The most important thing in life is to act as really suits you, even if you don’t get things done’
  • 05/ Achievement versus Ascription Percentage not agreeing with acting as really suits you USA 76 Australia 69 % Canada 65 UK 56 Sweden 54 Denmark 49 Singapore 42 Brazil 40 Germany 40 Switzerland 34 France 33 Hong Kong 32 Mexico 31 Russia 30 China 28 Japan 26 Poland 21 Korea 20Czech Republic 13 Argentina 12 Egypt 4 0 20 40 60 80 100
  • 05/ Achievement versus AscriptionPerformance Status (1,10) Lost democratic leadership (10,10) The Servant Leader (10,1) Follow the Leader Attributed status by seniority or role
  • 05/ Achievement versus Ascription
  • Changes in Ascription-Achievement over last 10 years(mean for Western European countries) 2010-2012Increasing divergence between ‘at work’ and ‘personal life’ cultural orientations Younger = more ascribed Especially in valueOlder = more orientationsachievement related to personal lifeEspecially in businessrelated valueorientations
  • Barriers What are the main barriers you see that hinder your company adopting social media in a business context?
  • (Current v Ideal) Stages of developmentin using Social Media for business
  • Trompenaars’ model of Corporate Culture Incubator Guided missile Egalitarian ORGANIZED STRATEGY CHAOS MBO MBP PAY FOR LEARNING PERFORMANCE Person oriented Task oriented NETWORK STRUCTURE MBS Hierarchical MBJD PROMOTION/ EXPERTISE POWER Family Eiffel tower
  • Four Corporate Cultures EgalitarianPerson Task Hierarchical
  • Exnovation! EgalitarianPerson Task Hierarchical
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