Cross Cultural Management

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Cross Cultural Management

  1. 1. Cross Cultural Management INFOSYS
  2. 2. Infosys’ effective process to cope with the cultural issues in a transition to the Global Delivery Model. <ul><li>Facilitates smooth functioning of cross-partner teams. </li></ul><ul><li>Promotes better understanding of work culture differences, awareness and appreciation of different cultural backgrounds. </li></ul><ul><li>The Organizational impact of offshore and near shore development leaves a footprint on process orientation, collaborative working styles and project management. </li></ul><ul><li>Deals effectively with all three kinds of change. </li></ul>
  3. 3. Infosys conducts extensive Cross-cultural Training of staff covering <ul><li>Cultural acclimatization, </li></ul><ul><li>Client business and organization overview, </li></ul><ul><li>Technical environment and processes specific to the client, </li></ul><ul><li>Creating non-intrusive interactions for the client </li></ul>
  4. 4. Infosys has developed a unique 4-step Communication <ul><li>Understand the offshoring process, </li></ul><ul><li>Understand their offshore partner </li></ul><ul><li>Collaboratively improve project management skills </li></ul><ul><li>Draw up a strategy for continuous process improvement </li></ul>
  5. 5. Infosys' 4-step Communication Approach Step 4: Continuous Improvement Of Customer - Facing Process Step 3: Optimize skill in Collaborative Project Management . Step 2: Preview User Experience, For Managers & Customers New to Offshore. Step 1: Position Relationship & Partner, Keep people up to Date.
  6. 6. Cross - Culture Coaching is the key for International Success
  7. 7. Executive development = Personal skills development <ul><li>The critical challenges: </li></ul><ul><li>Increase the revenue growth worldwide through the development of a strategy-based program for building global leaders. </li></ul><ul><li>Organization's leaders, managers and key employees must learn to do things differently in new markets. </li></ul>
  8. 8. Bottom-line Benefits Gained from the use of Applied Behavioral Sciences: <ul><li>Developing practical ways of studying culture change and adaptation and human social behavior for groups both small and large in an organizational setting. </li></ul><ul><li>Executive / Cross Cultural Coaches pay attention to the informal as well as the formal, to the cognitive and the emotional, data  focused on the here and the now , and on the unique as well as the patterned .  </li></ul>
  9. 9. <ul><li>Focus on specific personal skills sets or behavioral aspects directly affecting  successful integration of new cultural skills </li></ul><ul><li>To achieve bottom-line beneficial outcome & to produce a challenges and constructs practical, applicable solutions in productivity or profitability . </li></ul>
  10. 10. Example; Participant's in Dr Skiffington's Master Coach Course learn how to: <ul><li>Develop an evaluation (ROI) architecture that includes business goals, initiative objectives, and evaluation objectives </li></ul><ul><li>Calculate the ROI and ROE </li></ul><ul><li>Use various types of hard and soft data collection plans </li></ul><ul><li>Use intake and outcome assessment </li></ul><ul><li>Calculate ROI for both observable (behavioral) and inferable (developmental) changes </li></ul><ul><li>Convert data to monetary, production values and,  </li></ul><ul><li>Identify direct bottom-line program effects and flow-on intangible benefits etc </li></ul>
  11. 11. Building an Integral Behavioral-Based Framework for developing Global Leaders <ul><li>Develop and cultivate complex cross-cultural relationships in a global setting. </li></ul><ul><li>Motivate people of different talent pools, backgrounds, disciplines and generations, </li></ul><ul><li>Develop a framework for effective problem-solving across cultures.  </li></ul><ul><li>Assess the current culture, understand the leadership role in the change process required for high performance. </li></ul><ul><li>Implement self change and change in the people  </li></ul><ul><li>Design effective systems and structures, overcome barriers,  </li></ul><ul><li>Decrease resistance and create an environment of driving change and commitment to high performance </li></ul>
  12. 12. Leading Change <ul><li>Control and change emotions. Emotions are cultural phenomena. Each person's experience of emotion has individual features, culture shapes the occasion, meaning, and expression of affective experience. </li></ul><ul><li>How to assess actions and social activities </li></ul><ul><li>Activities and values define the kinds of things that people think about, perceive, imagine, remember, speak, and feel.. </li></ul>
  13. 13. Acknowledge Value and behavior differences  & learn adaptive behavioral pattern.   <ul><li>Consistency </li></ul><ul><li>New patterns of thinking and behaving </li></ul><ul><li>A leadership group that is able to; change their people-related behaviors and business-related behaviors, adapt itself across borders and cultures and change infrastructures and systems to suit. </li></ul>
  14. 14.   Using Six Sigma in Europe: A Cross-Cultural Perspective <ul><li>Six Sigma is about Organizational Improvement. </li></ul><ul><li>Six Sigma focuses on process improvement, design and management. </li></ul><ul><li>It is as much about people's behavior as it is about the behavior of processes. </li></ul><ul><li>The behavior of processes from the behavior of people cannot be separated. </li></ul>
  15. 15. National Cultures and the Route to Change <ul><li>Organizations change is influenced by their predominant national culture.So, Six Sigma has implications for how companies ascribe status, recognize performance, structure reporting lines and communicate. </li></ul><ul><li>Fons Trompenaars: Four primary organizational archetypes depending on the degree to which organizations are Decentralized or Centralized, Informal or Formal . </li></ul>
  16. 16. Different Techniques for Success
  17. 17. The Netherlands / Germany <ul><li>Organizations are more centralized, collective effectiveness is the objective of organizational improvement. </li></ul><ul><li>Raising the capabilities of a work team, department or business unit is the focus. </li></ul><ul><li>Singling out individuals for recognition via special training or certification risks creating an elite group who will be resented by their peers. </li></ul><ul><li>The power of Six Sigma is in improving everyone's effectiveness by creating a culture of process discipline. </li></ul>
  18. 18. Southern Europe <ul><li>Business organizations are like families. </li></ul><ul><li>Power for the good of the group is ascribed by virtue of knowledge. Senior managers have to internalize, then personalize, the change for themselves and those for whom they feel responsible. </li></ul><ul><li>In France, it means spending plenty of time educating Senior Managers about the leadership aspects of Six Sigma before ever picking process-based projects. </li></ul>
  19. 19. Sweden <ul><li>An organization is a vehicle through which the individual expresses him- or herself and can realize his/her full potential. </li></ul><ul><li>To generate enthusiasm for Six Sigma, one must anticipate the question, &quot; How will Six Sigma help me be more creative ?&quot; The answer is, &quot; When half of today's problems are avoided through better processes, you will have more time to be creative !&quot; </li></ul><ul><li>Six Sigma frees up the capacity of individuals to grow and learn. Its success depends on it. </li></ul>
  20. 20. Six Sigma Starting Points and Approach <ul><li>Depending on the geographic region in Europe, the starting point and approach to implementing Six Sigma must be changed. </li></ul><ul><li>Generating genuine enthusiasm for Six Sigma means putting it in the right organizational context and communicating accordingly. </li></ul>
  21. 21. Cultural differences call for these different approaches: <ul><li>In a French company, build awareness among Senior Managers and all employees before rolling out Black Belt or Green Belt training. Develop measures and actions to improve employee satisfaction. </li></ul>
  22. 22. <ul><li>In a German company, clearly define who is responsible for Six Sigma and how it fits with other initiatives. Use Six Sigma as a means to elevate collective performance through the wider application of advanced process methods. </li></ul><ul><li>In a British company, link Black Belt and Green Belt appointments to career development for high-potential managers. Use Six Sigma to communicate good ideas upward and provide recognition </li></ul>
  23. 23. Summary: Universal Applicability, Individual Implementation <ul><li>Six Sigma is universally applicable, though how one communicates the purpose of it and implements it should differ depending on the predominant national culture. </li></ul><ul><li>Companies operating in Europe should beware of implementation approaches that are based on a U.S.-style emphasis on the capability of talented, well-trained individuals to get results &quot;no matter what it takes.&quot; </li></ul><ul><li>CEOs should develop an explicit leadership strategy to introduce Six Sigma as a vehicle for strategic organizational change. </li></ul>
  24. 24. Bear in mind these pointers: <ul><li>Take stock early on of who is involved and how to motivate them to change. </li></ul><ul><li>Be sure to incorporate “Soft Skills Training&quot; (e.g., facilitation and change management) in the Six Sigma curriculum. </li></ul><ul><li>Train teams as well as individuals to build the capability of groups and their commitment to implement and sustain improvements. </li></ul><ul><li>Be aware that teams from different countries will progress at different rates. </li></ul>
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