Alignment Within A Global Culture


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Alignment Within A Global Culture

  1. 1. Alignment within a Global Corporate Culture M. PONZI KAY 07/03/09 1
  2. 2. Culture-just words S e n s e o f Urg e n c y Lean & Mean Quality Driven Entitlement Fun! Up or Out Star Driven Hierarchal P a t e r n a lis t ic Collaborative Cut Throat Entrepreneurial Conservative Risk Taking Cost D i ven r Innovative Consensus Building Process Driven 07/03/09 2
  3. 3. Corporate and National Cultures
  4. 4. Why is culture so important?  First impressions count! ◦ People carry the memory of those impressions throughout your career.  You need to ‘hit the ground running’- to be effective from the very start! 07/03/09 4
  5. 5. Cultural Relevance  “67% of…respondents point to ‘cultural integration’ as the most important people issue and the most critical success factor in an M&A transaction-more than, for example, business process integration”. The Economist Intelligence Unit (white paper) 07/03/09 5
  6. 6. 07/03/09 6
  7. 7. How do they intersect?  Domestic Diversity  Internationalization ◦ Multicultural ◦ Multicultural Sensitivity Sensitivity ◦ Dealing with “isms” ◦ Exposure/learning ◦ Supporting ◦ Dealing w/ “inclusively” Globalization ◦ Serving the  Economy underserved  People/cultures  Environment  Security ◦ Interdependence
  8. 8. Internationalism  Global vision/identity  Unity and diversity of human kind  Universal rights  Globalization/interdependence  International cooperation  Development of world-mindedness  Intergenerational Responsibility  Processes of development
  9. 9. Multiculturalism  Theory and practice that promotes the peaceful coexistence of multiple races, ethnicities, and cultures in a given society, celebrating and sustaining language diversity, religious diversity, and social equity.
  10. 10. What is Multiculturalism, or interculturalism?  Understanding one’s  Impact of culture on culture social issues  Understanding one’s  Recognizing self stereotypes and biases  Oppressive behaviors  Valuing differences  Cultural differences  Understanding one’s  Becoming comfortable place in the world or with alternative how others see you cultures  Pluralistic life  Diversity  Civil rights/EEO
  11. 11. Behavioral Drivers to Achieve Outcomes • Achievement: individual or collective? • Environment: process or outcome focus? • Perspective: tradition or innovation? • Power: shared or retained? • Risk: risk taking or risk avoiding?
  12. 12. Workplace Norms  Attitude towards uncertainty-how does the culture feel about change?  Attitude towards work-what motivates people to work?  Key to productivity-what behaviors valued in workplace?  Source of Status – how do people come by rank?
  13. 13. The 4 building blocks: 1. Concept of self: individual or collective 2. Personal vs. societal responsibility: universalistic or particularistic 3. Concept of time: monochronic or polychronic 4. Locus of control: internal or external
  14. 14. Stages of Awareness 1. Unconscious incompetence (blissful ignorance) 2. Conscious incompetence (troubling ignorance) 3. Conscious competence (deliberate sensitivity) 4. Unconscious competence (spontaneous sensitivity)
  15. 15. Perception of Time Monochronic Polychronic  Time is a commodity  Time is limitless  Time is quantifiable  Time is tool of  Time is the given, people people are variable  Schedules and  Interruptions are a deadlines change nuisance  Circumstances are taken into account  There are no interruptions
  16. 16. Societal Responsibility Universalist Particularist  Absolutes apply  Circumstances apply  Treat everyone alike  Each situation is fair different  Put personal feelings  Family/ ‘ingroup’ aside treated best  Objective outlook  Exceptions are always made for certain people
  17. 17. Cause and Effect  Behavior is the direct result of what people assume, value or believe in  A person from different values and beliefs will behave differently from you  Behavior means what we decide it means  We cannot be quick to judge someone’s behavior, at least not from our own point of view…
  18. 18. Communication Tips Safer to describe behavior rather than interpret it Avoid interpreting behavior – counter to instinct
  19. 19. Global Culture “Over the last six years, the volume of world trade has risen by 50%, which has enormous consequences for many corporations. All of the companies I have worked with in the last 10 years, whether large or small, whether in the fields of engineering, IT, or pharmaceuticals, have greatly increased their international contact.” Gwyneth Olofsson When in Rome or Rio or Riyadh… 07/03/09 19
  20. 20. Global Corporate Culture? • Because we live in a global economy, with companies and countries interdependent on one another for raw materials, finished goods, food products, services… if you are going to work for an international company, you need to understand their culture. 07/03/09 20
  21. 21. Let’s understand the basics…  Culture is a dynamic process of solving human problems in the areas of: ◦ Human Nature ◦ Time ◦ Nature 07/03/09 21
  22. 22. What is culture?  An organization’s culture is defined as the aggregation of individual behaviors which make up how work gets done.* *”The Impact of Culture in M&A”, Mercer HR Consulting 07/03/09 22
  23. 23. Food Physical Architecture Contact Work ethic Dress Culture Music Literature Pace of Life Language 07/03/09 23
  24. 24. Trans Cultural Competence*  Whereas Managers make decisions on issues  High Performing International Managers reconcile dilemmas  The ability to reconcile these cultural dilemmas is known as Trans Cultural Competence* *“The propensity to reconcile seemingly opposing values” (Fons Trompenaars) 07/03/09 24
  25. 25. A Three Step Process…  Recognition-increase awareness of one’s own cultural perspective  Respect-appreciate cultural differences  Reconciliation-resolve cultural differences 07/03/09 25
  26. 26. Non-verbal Communications  Personal Space  Touching  Eye contact  Holding hands in public  Male/female displays of affection  Use of left hand  Loudness of speaking voice  Shaking hands  Pointing soles of feet at others  The ‘yes’ gesture with the head
  27. 27. Non-Verbal Communications  Behaviors that exist in both cultures-have same meaning  Behaviors that exist in both cultures-but have different meanings  Nonverbal behavior: ◦ With no meaning for both ◦ With no meaning for sender, but meaning for receiver
  28. 28. The individual vs. the team  Do we reward individual performance through incentives or bonuses?  Or do we stimulate team cooperation through a team award? RESULT: “Co-opetition”  Reward the team for individual creativity  Reward individuals for teamwork 07/03/09 28
  29. 29. Cultural Integration  The process of integrating two or more cultures into a cohesive whole  What are the steps to achieve this? 07/03/09 29
  30. 30. Cultural Integration Process 1. Build context and rationale 2. Assess organizational behavior 3. Develop integration hypothesis 4. Determine behavioral drivers 5. Measure and reinforce message 07/03/09 30
  31. 31. Employee Engagement Cycle Company Vision My Work My Deal 07/03/09 31
  32. 32. Effective Alignment 1. Context Assessment 2. Strategy 3. Implementation 4. Reinforcement e Look at the big picture: understand what the company wants to accomplish 2. a.-ID audience/company needs, communications issues b.-Set communications objectives for yourself t Develop key messages, targeted communication plan a Evaluate, obtain feedback: it’s ok to ask someone how you might be coming across… 07/03/09 32
  33. 33. How do you align yourself ? By doing your global homework… • Understand the employment philosophy • Master the desired ‘behaviors’ in that culture • ‘Unique Selling Proposition’ - what makes you special within that culture? • Are there differences between geographies? • What is the history of the organization? • Understand the customer’s needs • Understand the products • Always demonstrate respect for individuals and their culture 07/03/09 33
  34. 34. Living the Brand: your personal brand Informe Engage Passive Active Advocate d d “I understand “I “I “I “I how to understand understand understan understand impact the Understand the brand” how I can d I need to my role to brand and contribute” contribute” deliver the the company” brand” “I believe “I believe I “I am “I am “I believe in there are make a accountable passionate Believe trying to about the deliver the tools to difference for help me when I delivering brand, and brand” deliver the contribute” the brand” the company” brand” “I know “I take Deliver what “I know proactive “I deliver the “I am the it takes to how to use steps to brand … and tools from make a make a Brand” deliver the brand” the difference difference … company to when I every day, deliver the deliver the every brand” brand” customer”
  35. 35. Learnings and Take-Aways  You realize that you may see the world differently than your colleagues  You know your ‘truths’ are not the same for all  You have ‘curiosity’ about the behaviors of others  You realize they may see you differently from those of your own culture  You accept that you may not always be receiving the message that is being sent and vice versa  You are able to be comfortable with this multicultural world
  36. 36. So how does it come together?  You need to know yourself and your culture  You need to know the company/country culture you’re looking to enter  You must do your research  You must show respect, but most of all…  Be yourself! Your personal brand is your most important asset 07/03/09 36