Why do different cultures/mindsets coexist in a company? - How to describe the difference? - How can different people mutually benefit from working together? Some takeaways for 2 different mindsets

1. & TUGPM
C3 (= Cross cultural Collaboration)

2. & TUGPM
Itinerary
2Cross Cultural Collaboration
 Why do different cultures /
mindsets coexist in a
company?
 How to describe the
difference?
 How different people can
mutually benefit from working
together?
 Some takeaways for 2

3. & TUGPM
3Cross Cultural Collaboration
Why do different cultures /
mindsets coexist in a
company?

4. & TUGPM
4Cross Cultural Collaboration

5. & TUGPM
5Cross Cultural Collaboration

6. & TUGPM
6Cross Cultural Collaboration
BAU operations
Keep up with changing technology / partners
Keep up with
changing
consumer
expectations

7. & TUGPM
Seemingly contradictoryRequirements
BAU operations
• Exploitation of
existing market
opportunities
• Organic growth
• Reliability
• Orientation: Stock
Exchange
Keep up with
changing technology
/ partners
• Efficiency
• More or less
predictable change
• Orientation: vendor
push, DT strategy
Keep up with
changing consumer
expectations
• Exploration of new
market opportunities
• Seems unpredictable
• Orientation: „Telekom
for all”, competitors,
other industries
7Cross Cultural Collaboration

8. & TUGPM
Design Thinking:different mindsetsinone process
8Cross Cultural Collaboration

9. & TUGPM
PaceLayers
9Cross Cultural Collaboration
Stuart Brand
„Old climber futurist, good climber futurist”
(See Whole Earth Catalog, NASA images of
Earth, Global Business Network, The Long
Now Foundation, How Buildings Learn, etc)

10. & TUGPM
„Constructiveturbulence”attheBoundaries
10Cross Cultural Collaboration
Slow
change
Fast
change
 More agile
 Many
players
 More
robust
 Few
players
 Concessi
on
 Regulatio
n
 Economie
s of scale
AirBnB,
Uber
Military
technology
(origins of the
Internet)
OTT comms /
content
services
Roaming
fees, net
neutrality
Legal battle
Uber vs
Google
Facebook plans to
eat at the 500bn
USD telecom
equipment market
Responsibility
for
autonomous
car accidents
Netflix CEO
wants to stop
buffering
working with
telcos

11. & TUGPM
PaceLayersof buildings
11Cross Cultural Collaboration
 Site - This is the geographical setting, the urban location, and
the legally defined lot, whose boundaries and context outlast
generations of ephemeral buildings. "Site is eternal." Duffy
agrees.
 Structure - The foundation and load-bearing elements are
perilous and expensive to change, so people don't. These are
the building. Structural life ranges from thirty to three hundred
years (but few buildings make it past sixty for other reasons).
 Skin - Exterior surfaces now change every twenty years or so, to
keep up with fashion or technology, or for wholesale repair.
Recent focus on energy costs has led to re-engineered skins that
are air-tight and better-insulated.
 Services - These are the working guts of a building:
communications wiring, electrical wiring, plumbing, fire sprinkler
systems, HVAC (heating, ventilating, and air conditioning), and
moving parts like elevators and escalators. They wear out or
obsolesce every seven to fifteen years. Many buildings are
demolished early if their outdated systems are too deeply
embedded to replace easily.
 Space Plan - The Interior layout—where walls, ceilings, floors,
and doors go. Turbulent commercial space can change every
three years or so; exceptionally quiet homes might wait thirty
years.

12. & TUGPM
12Cross Cultural Collaboration
How to describe the
difference?

13. & TUGPM
How todescribe differences inpeople’s Mindsets
Cross Cultural Collaboration
Openness to Experience
Conscientiousness
Extraversion
Agreeableness Neuroticism
13
The Big 5
personality model,
also used by
Cambridge
Analyitcs in the
Brexit and Trump
campaigns
The „RGB
colors” of
personality

14. & TUGPM
Detour:Big 5 –Good or Bad?
14Cross Cultural Collaboration
68 Facebook likes 
 skin color (95% accuracy)
 sexual orientation (88% accuracy)
 affiliation to the Democratic or
Republican party (85% accuracy)
 intelligence
 religious affiliation
 alcohol, cigarette and drug use
 if parents divorced
 70 likes > what friends knew
 150 > what parents knew,
 300 likes > what partner knew.
 More likes > what thought they knew
about themselves.

15. & TUGPM
Detour:TrendwatchingPost-Demographic
15Cross Cultural Collaboration
 GLOBAL MONOCULTURE - Global Brain, global
mega-brands
 PERMISSION – Collapsing social norms,
urbanization

16. & TUGPM
Reliability /Convergence/analysis Mindset
Cross Cultural Collaboration
Openness to Experience
Conscientiousness
Extraversion
Agreeableness Neuroticism
16
The Big 5
personality model,
also used by
Cambridge
Analyitcs in the
Brexit and Trump
campaigns

17. & TUGPM
US NuclearArsenalcontrolled by Floppy discs
17Cross Cultural Collaboration

18. & TUGPM
Anticipation/Divergence/ synthesis Mindset
Cross Cultural Collaboration
Openness to Experience
Conscientiousness
Extraversion
Agreeableness Neuroticism
18
The Big 5
personality model,
also used by
Cambridge
Analyitcs in the
Brexit and Trump
campaigns

19. & TUGPM
MY profile - https://discovermyprofile.com/
19Cross Cultural Collaboration

20. & TUGPM
Detour:Belbin Teamroles
20Cross Cultural Collaboration

21. & TUGPM
Detour:Belbin Teamroles
21Cross Cultural Collaboration

22. & TUGPM
Detour:Belbin Teamroles
22Cross Cultural Collaboration

23. & TUGPM
Detour:SixThinkingHAts
23Cross Cultural Collaboration
 The White Hat calls for information known or needed. "The
facts, just the facts."
 The Yellow Hat symbolizes brightness and optimism. Under
this hat you explore the positives and probe for value and
benefit.
 The Black Hat is judgment - the devil's advocate or why
something may not work. Spot the difficulties and dangers;
where things might go wrong. Probably the most powerful
and useful of the Hats but a problem if overused.
 The Red Hat signifies feelings, hunches and intuition. When
using this hat you can express emotions and feelings and
share fears, likes, dislikes, loves, and hates.
 The Green Hat focuses on creativity; the possibilities,
alternatives, and new ideas. It's an opportunity to express
new concepts and new perceptions.
 The Blue Hat is used to manage the thinking process. It's
the control mechanism that ensures the Six Thinking Hats®
guidelines are observed.

24. & TUGPM
Detotour:DISC personality Types
24Cross Cultural Collaboration

25. & TUGPM
Detour:TrendWatching„Worlds Apart” trend
25Cross Cultural Collaboration
 UNEVEN RECOVERY - job outsourcing, depressed wages  marginalized masses in
elections
 INTERESTING TIMES - refugee crisis, fear over terrorism, tensions over immigration, fears
over job automation
 DEMOGRAPHIC DIVIDE - populations become older, more racially diverse  polarized
opinion around ‘Open vs. Closed’
Sharpening
divides over
globalization

26. & TUGPM
26Cross Cultural Collaboration
How different people can
mutually benefit from
working together?

27. & TUGPM
How tobenefit from working together
27Cross Cultural Collaboration

28. & TUGPM
Big 5 vs core Quality= RGB vs HSBColor System
28Cross Cultural Collaboration
 Red
 Green
 Blue
 Hue
 Saturation
 Brightness

29. & TUGPM
CoreQualityMatrix
29Cross Cultural Collaboration

30. & TUGPM
CoreQualityMatrix
30Cross Cultural Collaboration

31. & TUGPM
CoreQualityMatrix
31Cross Cultural Collaboration

32. & TUGPM
CoreQualityMatrix
32Cross Cultural Collaboration

33. & TUGPM
ElonMusk: Hype Machine,or Vision?
33Cross Cultural Collaboration

34. & TUGPM
Taibi Kahler’ssix personality types
Core quality Pitfall Challenge Allergies
REACTOR Warm, sensitive,
compassionate,
considerate
Extremely emotional
(has difficulty
making negative
comments to others)
Dramatic (may
become hysterical)
Dependent (over
adapts, neglects
own needs, seeks to
satisfy the needs of
others)
Saying NO
Giving direct
feedback
Satisfying own
needs
Being assertive
People focused on
the task without any
‘warmth’, who aren’t
concerned about
personal feelings,
managerial types in
the ‘dictator’ phase
WORKAHOLIC Organized, logical,
responsible,
concerned about
time/deadlines
Rigid (prefers to do
it on his own)
Fussy (over
detailed, controls
everything)
Routine-minded
(sticks rigidly to
Delegation
Focusing on the
essential
Accepting that
nobody is perfect
Being laid back
Things that are
‘shambolic’,
disorganization,
unclear thinking,
incompetent people
34Cross Cultural Collaboration

35. & TUGPM
Taibi Kahler’ssix personality types
Core quality Pitfall Challenge Allergies
PERSISTER Dedicated, reliable,
loyal, tenacious
Excessively
demanding (expects
perfection)
Suspicious (doesn’t
trust people)
Intolerant
(campaigning)
Touchy
(oversensitive to
criticism)
Listening to others
Being tolerant and
accepting the other
person’s point of
view
Accepting faults and
mistakes
Asking for feedback
Unethical actions,
lack of values,
people ‘with no
convictions’, people
who don’t make a
contribution
DREAMER Calm, imaginative,
reflective,
cooperative
Timid (doesn’t put
himself forward)
Solitary (withdraws)
Passive (waits to be
stimulated)
No appetite for
competition
Sharing emotions
and points of view
Getting involved
Excited people who
move about and/or
talk all the time
Frantic pace
35Cross Cultural Collaboration

36. & TUGPM
Taibi Kahler’ssix personality types
Core quality Pitfall Challenge Allergies
PROMOTER Adaptable,
persuasive,
charming,
resourceful
Impulsive (wants to
rush in all the time)
Irresponsible,
individualistic
(doesn’t stick to the
rules)
Arrogant (sarcastic,
looks down on
others)
Learning from
mistakes
Taking the time to
think and connect
with others
Lethargic people
and those who are
too emotional,
people who spend
their time in
meetings
REBEL Spontaneous,
creative, fun, full of
energy
Finds fault (rejects
blame)
Provocative (tests
the limits)
Restless (looks for
their dose of
contact)
Pushes others into
thinking or doing
Being able to stop
before the joke goes
too far
Accepting rules and
procedures
Structuring their
work
People who are
hung up, narrow-
minded, don’t have
a sense of humor,
too serious
36Cross Cultural Collaboration

37. & TUGPM
WhoFinds Anyof themIrritating?
37Cross Cultural Collaboration

38. & TUGPM
UsR-FRNDLY IT is theBlindSpot of theWin/ LinuxWrld
38Cross Cultural Collaboration

39. & TUGPM
Are yousmarter thana 5TH grader?
Cross Cultural Collaboration 39

40. & TUGPM
OrganizedChaos
40Cross Cultural Collaboration

41. & TUGPM
Takeaway
For new (and core) business
• Find consistent patterns in
consumer expectations
• „Bounced back from TU /
Controlling / Legal / etc” is not
a valid excuse
• User friendly relational
databases are the glue of
innovation
For technology
• Cloud is coming and will push
(internal) user expectations
• „Nobody could anticipate the
change” is not a valid excuse
• User friendly relational
databases are the glue of
innovation
41Cross Cultural Collaboration