Management environments become increasingly international and cross-cultural. In addition to team members, superiors, colleagues, customers, business partners or shareholders likewise frequently come from different cultures. This leads to further dimensions in the dynamics of your environment. Often, an organisation over various time zones in separate locations (virtual cooperation) adds difficulties. Today’s Leadership is global..... How?

1. Global Leadership
Not only insiders know:
Intercultural competence is the key to success
in global business.

2. With intercultural competence in your
organisation you
• develop proper communication and marketing strategies behind
new market entries or product launches
• integrate an international & global perspective into strategic
thinking and decision-making processes
• reduce complexity and utilise cultural diversity for business vitality
and innovation
• develop active and creative global teams as well as productive
virtual teams out of multicultural groups
... cut costs, reduce risks and optimise results!

3. You know it yourself: Your management environment
becomes increasingly international and cross-cultural.
In addition to team members, superiors, colleagues, customers, business
partners or shareholders likewise frequently come from different cultures.

4. This leads to further dimensions in the dynamics of your
environment. Often, an organisation over various time
zones in separate locations (virtual cooperation) adds
difficulties.

5. Here, intercultural competence in your environment
is the decisive success factor!
Numerous studies prove: over 60 % of foreign assignments, over 50 % of
international negotiations and over 70 % of international major mergers
suffer “total damage” - and this not only causes considerable costs.

6. For example, foreign assignments;
apart from direct costs, failed deployments cause
considerable indirect costs and often result in
strongly negative sentiments on part of those
involved. The private sphere is affected just as
much as business relations – partner, customers
and employees abroad.

7. International negotiations
combine all tension fields of
cross-cultural interference
situations. Cultures have
developed their own
negotiation styles, which
imply distinct approaches.

8. Due to culture, communication can very easily
lead to misinterpretations and incomprehension.
Due to this, talks often fail in spite of covert
collective interests.

9. An example for this is the interpretation of silence.
It varies from agreement over meditation and indecisiveness to lack of interest
and rejection. Likewise, the use of silence is divergent; one can use it to prompt a
change of speaker or stress what has been said without intending a reaction.
So there are different cultural notions regarding the meaning
of silence.

10. Frequently, conflicts in such an environment are not
recognised, interpreted wrongly or seem insolvable.
Misunderstandings and energy exhausting arguments occur – resignation
or even termination of work contracts often are the consequence.
Failed projects or significant cost increases are often
found in such environments.

11. Joint Ventures, Mergers & Acquisitions
Numerous studies prove: Over 60 % of
joint ventures and over 70 % of
international mergers fail.
Why?

12. Hidden Differences.
Mergers always are cross-cultural!

13. The greatest challenges are in the cultural
differences; differences both in organisation culture
and in national culture. Important aspects here are
values, norms and communication styles.
The consequences of cultural aspects are
enormously underestimated by most
management teams and mostly not
identified.

14. With intercultural competence in your
organisation you
• develop proper communication and marketing strategies behind
new market entries or product launches
• integrate an international & global perspective into strategic
thinking and decision-making processes
• reduce complexity and utilise cultural diversity for business vitality
and innovation
• develop active and creative global teams as well as productive
virtual teams out of multicultural groups
... cut costs, reduce risks and optimise results!

15. How?

16. Are the ingredients right?
Mergers and joint ventures:
A transaction success begins in the run-up.
“Cultural Due Diligence” gives you
a basis for evaluating the success chances
previous to a transaction and a helpful
support during implementation. The
“Cultural Due Diligence” assist you in
finding the recipe!

17. Be it a merger in France,
acquisition in Germany or
virtual cooperation with
Western Europeans. Find out
more about different work
and management styles!

18. Plan, design, communicate and lead international projects
and schemes appropriate to your cultural environment!

19. Form a team out of an multicultural group,
use different potentials and employ them
better. High performance teams
develop their own culture. You can
initiate, steer and accelerate this high
performance process and you and
your team can achieve exceptional success
in your cross-cultural environment.

20. Joie de vivre and prospects of growth in
Latin America!
A proper culture-adequate
communication with market
participants is crucial for success.
You can use a culture-specific map
of your target region.

21. Whether Shareholder from the Middle East or
being project manager in Dubai.
You can prepare yourself in a targeted manner
for the cooperation and assess in better detail
the culture-specific values, codes of
conduct and prevalent behaviour!

22. Probably you know typical situations in
negotiating with business partners from
Canada or the United States. You can
use well-proven practical
strategies for a more conducive
cooperation or solving of conflicts.

23. Foreign assignment in Italy? Cooperation with
colleagues in the Spanish Shared Service
Centre? Practice to interpret typical non-
verbal communication behaviour and learn
to know the peculiarities of written
communication.

24. Learn how to speedily arrive at “real” consensus.

25. Learn about culture-specific listening
techniques and the typical etiquette of
private and business contexts.

26. Learn to build cross-cultural
networks in a sustained way.

27. Learn to fathom your
tolerance limits in
culture-specific
situations.

28. Develop new views and learn to know
the “customs” in the economic, political
and business environment. Learn to
master suddenly occurring conflict
situations in a culture-adequate manner
and to assess the challenges you
personally will be facing more clearly.

29. Navigate Intercultural Crossroads

30. Training global players – Building Global Leaders
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