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South Yorkshire International Trade Forum Presentation

South Yorkshire International Trade Forum Presentation

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  • Symbols of a deeper layer of cultureConsequences of a deeper rootsDeepest meaning escaped from conscious
  • Friends, clients, employees and bossesManage time and ageingDeals with the external nature of the world – be it benign or threatening
  • This is a universalist culture, one that assumes that the rules that work for it will work universally.
  • Friends, clients, employees and bossesManage time and ageingDeals with the external nature of the world – be it benign or threatening
  • This is a universalist culture, one that assumes that the rules that work for it will work universally.
  • Friends, clients, employees and bossesManage time and ageingDeals with the external nature of the world – be it benign or threatening
  • This is a universalist culture, one that assumes that the rules that work for it will work universally.
  • Friends, clients, employees and bossesManage time and ageingDeals with the external nature of the world – be it benign or threatening
  • Friends, clients, employees and bossesManage time and ageingDeals with the external nature of the world – be it benign or threatening

Bridging the UK - Latin America gap, south yorkshire international trade f… Bridging the UK - Latin America gap, south yorkshire international trade f… Presentation Transcript

  • Bridging the UK – Latin America gap.Hugo Teruzzi MSc, Prince2 Registered Practitioner Latin America – An Opportunity? Tuesday 1 February 2011
  • ContentsBridging the UK – Latin America GAP1. Discovering the GAP2. Finding a way to bridge the GAP3. Bridging the GAP Bridge the GAP. www.globaliseuk.com
  • Cross-border businessLaunching cross-border businesses is challengingDelivering cross-border solutions is even more challenging Most international projects suffer from cost overruns and missed deadlines Bridge the GAP. www.globaliseuk.com
  • 4 common mistakes in cross-border projects• Cultural differences are forgotten or ignored• Communication strategies are poor• Cross-border management skills are often neglected• Global challenges are overlooked Cultural differences are forgotten or ignored There is a lack of multicultural cooperation. Bridge the GAP. www.globaliseuk.com
  • 4 common mistakes in cross-border projects• Cultural differences are forgotten or ignored• Communication strategies are poor• Cross-border management skills are often neglected• Global challenges are overlooked Communication strategies are poor Lack of clear objectives, timelines, and understanding. Bridge the GAP. www.globaliseuk.com
  • 4 common mistakes in cross-border projects• Cultural differences are forgotten or ignored• Global challenges are overlooked• Cross-border management skills are often neglected• Communication strategies are poor Cross-border management skills are often neglected Managers cannot empower integration among regions and are often overwhelmed by cross-border issues. Bridge the GAP. www.globaliseuk.com
  • 4 common mistakes in cross-border projects• Cultural differences are forgotten or ignored• Communication strategies are poor• Cross-border management skills are often neglected• Global challenges are overlooked Global challenges are overlooked No formal processes are in place to identify and address global challenges and opportunities. Bridge the GAP. www.globaliseuk.com
  • ContentsBridging the UK – Latin America GAP1. Discovering the GAP2. Finding a way to bridge the GAP3. Bridging the GAP Bridge the GAP. www.globaliseuk.com
  • Cross section of cultureThe outer •Explicit culture: layer language, food, buildings, houses, fashion, artThe middle •Norms/Values: mutual sense of right & wrong and layer good & bad The core •Human existence: nature  “automatic” solutions  people organisation  logical assumptions Bridge the GAP. www.globaliseuk.com
  • A “most popular” definition of cultureCulture is the way in which people solve problems Bridge the GAP. www.globaliseuk.com
  • The Method: Cultures  Problems Culture is the way in which people solve problems1. Categorising & clustering families of common problems  Cultural Dimensions (Geert Hofstede, Cultures Consequences)2. Identifying behavioural patterns per Cultural Dimension3. Finding the UK and LATAM’s countries among these patterns: unveiling the differences – The GAP4. Bridging the GAP – proposing tips and hints for handling the behavioural differences Bridge the GAP. www.globaliseuk.com
  • ContentsBridging the UK – Latin America GAP1. Discovering the GAP2. Finding a way to bridge the GAP3. Bridging the GAP Bridge the GAP. www.globaliseuk.com
  • The GAPs’ families (Cultural Dimensions*) GAP 1: Rules vs. relationships The GAPs – Cultural Dimensions (Universalism ↔ Particularism) GAP 2: GAP 3: GAP 4: GAP 5:*Riding the waves of culture – F. Trompenaars, C. Hampden-Turner Bridge the GAP. www.globaliseuk.com
  • Universalism – Particularism: visualising the GAPUniversalists Particularists• Rules are more important than • Relationships are more important relationships - a deal is a deal than rules - relationships evolve  Contracts are legally-binding,  Contracts can be adapted to regardless of changes in situation satisfy new situations  A trustworthy person honours  A trustworthy person honours his/her word or contract changing circumstances• There is only one truth or reality • There are several perspectives on which has been agreed to reality relative to each participant Bridge the GAP. www.globaliseuk.com
  • Universalism – Particularism: the car and the pedestrian You are a passenger in a car driven by a close friend Your close friends car hits a pedestrian Speed was +35 mph / speed limit was 20 mph There are no witnesses Your friends lawyer says that if you testify that he was driving only 20 mph you would save him from any serious consequences. Would you lie to protect your friend? Bridge the GAP. www.globaliseuk.com
  • Universalism – Particularism: the car and the pedestrian Percentage of Universalist answersSwitzerland 97% UK 91% Brazil 79% Argentina 70% Cuba 65% Mexico 60% Venezuela 32% 0 20 40 60 80 100 Bridge the GAP. www.globaliseuk.com
  • Universalism – Particularism: Bridging the GAPTRY A PERSONAL APPROACH• Do not interpret personal attitudes (“LET’S GET TO KNOW ONE ANOTHER”) as irrelevant small talk – they are very important• Build informal networks & create private understandings• Pull levers privately instead of signalling the changes publicly• Seek fairness by treating all cases on their special merits instead of “all in the same way” Bridge the GAP. www.globaliseuk.com
  • The GAPs’ families (Cultural Dimensions) GAP 1: Rules vs. relationshipsThe GAPs – Cultural Dimensions (Universalism ↔ Particularism) GAP 2: Individual vs. group (Individualism ↔ Collectivism) GAP 3: GAP 4: GAP 5: Bridge the GAP. www.globaliseuk.com
  • Individualism – Collectivism: visualising the GAPIndividualists Collectivists• The individual is more important • The group is more important than than the group the individual  More frequent use of “I”  Use of “WE”• Decisions are made on the spot by • Decisions referred back by the representatives delegates to the organization• People ideally achieve on their own • People ideally achieve in groups and assume personal responsibility which assume joint responsibility Bridge the GAP. www.globaliseuk.com
  • Individualism – Collectivism Hofstede Index US 91 UK 89 France 71Argentina 46 Brazil 38 Mexico 30 Chile 23 Peru 16Venezuela 12 Ecuador 8Guatemala 6 0 20 40 60 80 100 Bridge the GAP. www.globaliseuk.com
  • Individualism – Collectivism: Bridging the GAPRESPONSIBILITIES ARE SHARED AMONG SEVERAL PEOPLE• Be prepared for a long decision making process, and expect to find "new" decision makers along the way.• Be patient with negotiators who want to spend time consulting superiors• Try to assimilate - with authority - into the group. Bridge the GAP. www.globaliseuk.com
  • The GAPs’ families (Cultural Dimensions) GAP 1: Rules vs. relationshipsThe GAPs – Cultural Dimensions (Universalism ↔ Particularism) GAP 2: Individual vs. group (Individualism ↔ Collectivism) GAP 3: The range of feeling expressed (Neutral ↔ Affective) GAP 4: GAP 5: Bridge the GAP. www.globaliseuk.com
  • Neutral – Affective: visualising the GAPNeutral Affective• Don’t reveal thoughts and • Reveal thoughts and feelings. feelings, verbally and non verbally• Cool/self-possessed conduct is admired • Heated/vital/animated expressions are admired• No physical contact, gesturing or strong facial expressions • Touching, gesturing and strong facial expressions are common Bridge the GAP. www.globaliseuk.com
  • Feeling upset at work – “% who would NOT SHOW emotions”Cuba/Spain 19% Venezuela 20% Argentina 28% Brazil 40% Mexico 41% UK 45% Canada 50% Japan 74% 0 20 40 60 80 Bridge the GAP. www.globaliseuk.com
  • Neutral – Affective: Bridging the GAP• Be prepared to tolerate a plethora of emotions – and moderate their importance• Their enthusiastic agreement or strong opposition are not necessarily signs that they have made up their minds.• Avoid showing social distance and try to gain empathy• The entire negotiation is typically focused on you as a person, not so much on the object or proposition being discussed Bridge the GAP. www.globaliseuk.com
  • The GAPs’ families (Cultural Dimensions) GAP 1: Rules vs. relationshipsThe GAPs – Cultural Dimensions (Universalism ↔ Particularism) GAP 2: Individual vs. group (Individualism ↔ Collectivism) GAP 3: The range of feeling expressed (Neutral ↔ Affective) GAP 4: Mixing private life and business (Specific ↔ Diffuse) GAP 5: Bridge the GAP. www.globaliseuk.com
  • Specific – Diffuse: visualising the GAPSpecific-oriented Diffuse-oriented• Small area of privacy clearly • Private and business issues separated from public life interpenetrate Relationship Relationship Private Private Bridge the GAP. www.globaliseuk.com
  • Specific – Diffuse: visualising the GAPSpecific-oriented Diffuse-oriented• Ethics & morality independent of • Ethics & morality depend upon the the person person-context• Direct to the point – precise & • Indirect forms of relating – evasive transparent & ambiguous• Quality of a product  Good • Quality of the relationship  Good Relationships product Danger zone Bridge the GAP. www.globaliseuk.com
  • Specific – Diffuse orientation100 90 80 70 60 50 40 30 20 10 0 Bridge the GAP. www.globaliseuk.com
  • Specific – Diffuse: Bridging the GAPBECOME CLOSE• Respect the person’s title, age, background connection, whatever issue is being discussed• Be generous when timing your business trip – you need to forge a relationship before closing a sale! Bridge the GAP. www.globaliseuk.com
  • GAP 5: How status is accorded GAP 1: Rules vs. relationshipsThe GAPs – Cultural Dimensions (Universalism ↔ Particularism) GAP 2: Individual vs. group (Individualism ↔ Collectivism) GAP 3: The range of feeling expressed (Neutral ↔ Affective) GAP 4: Mixing private and business (Specific↔ Diffuse) GAP 5: How status is accorded (Achievement ↔ Ascription) Bridge the GAP. www.globaliseuk.com
  • Achievement – Ascription: visualising the GAPAchievement-oriented Ascription-oriented• Respect for superior in hierarchy is • Respect for superior is based on based on knowledge and seniority & seen as a measure of effectiveness your commitment to the company• Senior managers are of varying age • Most senior managers are and gender and have shown male, middle-aged and qualified by proficiency in specific jobs their background• Little use of titles - only when • Extensive use of titles - to keep relevant to a specific task clear the power framework Bridge the GAP. www.globaliseuk.com
  • Achievement – Ascription orientation100 90 80 70 60 50 40 30 20 10 0 Bridge the GAP. www.globaliseuk.com
  • Achievement – Ascription: Bridging the GAPWHO YOU ARE is more important than WHAT YOU DO• Make sure your negotiation team has enough older, senior and formal position holders to show the other company that you consider this negotiation important• Use the title that reflects your degree of influence in your organisation• Respect the status of your counterparts, even if you suspect they are short of knowledge Bridge the GAP. www.globaliseuk.com
  • SUMMARY: Bridging the GAP• Try to be friends• Prepare to be close• Be patient; moderate the importance of emotions• Be “senior” and appreciate “seniority”• Be generous with your time Bridge the GAP. www.globaliseuk.com
  • Putting CULTURAL ANALYSIS into perspectiveCULTURAL ANALYSIS Bridge the GAP. www.globaliseuk.com
  • Success Factors Model – Global PM Framework (IPMA) Cross-cultural collaboration Global Communication Global Tools & Organisation TechniquesFormal Process to identify and address global challenges and opportunities Bridge the GAP. www.globaliseuk.com
  • GlobaliseUK Methodology 3-step method - complements Prince21.- Configuration AnalysisGB Conceptual Design P2 Starting Up a Project2.- Success Factors ModellingGB Design & Planning P2 Initiating a Project3.- Executing GB Implementation P2 Controlling a Stage Bridge the GAP. www.globaliseuk.com
  • About GlobaliseUK Innovation Across BordersWe are a Sheffield UK based consultancy connected to a cross-national network of +300 consultants around the worldWe provide international project services using in-country expertise and capacity We help our clients exploit new software technologies for competitive business advantage Bridge the GAP. www.globaliseuk.com
  • Latin America – An Opportunity? Tuesday 1 February 2011www.globaliseuk.com