This document discusses the relationship between human capital, urban environments, and culture. It addresses how cultural profiling can be used to measure a business's culture and compare it to other cultures. It also explores how to attract the right businesses and retain human capital within a city's job market. Additionally, it examines how the sensory experience of a city can be enhanced and leveraged economically.

1. Human Capital and Urban Environments:
A Cultural Perspective
Olga Vázquez Ruano
12 декабря 2012 г.

2. Trompenaars Hampden-Turner: connecting viewpoints
Founded by Co-founder
Dr. Fons Trompenaars Charles Hampden-Turner
12 декабря 2012 г.

3. Trompenaars Hampden-Turner: connecting viewpoints
Founded by Co-founder
Dr. Fons Trompenaars Charles Hampden-Turner
‘how to measure cultural differences’
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4. Our 4 R approach to Culture
3. RECONCILIATION
Reconciliation of diversity, which allows
people with different values and
approaches to collaborate to create
unique operational solutions
Dilemma Reconciliation
2. RESPECT
Respect for diversity in values, style and
approach, including the ability to
understand the issues
Values-to-Behavior
1. RECOGNITION
Awareness of the influence of diversity
of values and basic assumptions in 4. REALIZATION
business Implementation of solutions in a manner
that improves the ability to operating
Seven Dimensions of Culture effectively
Working Together for Results
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5. Web-based cultural profiles
Intercultural Awareness Profile
The IAP assesses an individual’s orientation
when resolving intercultural business issues. It
provides awareness of cultural differences in
conjunction with the Trompenaars ‘Seven
Dimensions of Culture’ model.
Interactive WebCue
Our web-based interviewing allows us to
collect responses from members of the
organization on their views and opinions
about key issues
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6. Intercultural Competence Profile
Realization Recognition
The capability to make The awareness of our own
reconciled solutions cultural assumptions and
happen through others those of others and that the
world is becoming
increasingly interconnected
Reconciliation
Respect
The competence to face
The degree to which we appreciate
competing demands
different perspectives and others
(dilemmas) and function
are allowed to make their own
effectively
choices
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7. Organizational Values Profiler (OVP)
Used to elicit and benchmark values that are
manifest in different parts of the organization.
Compares current with ideal or merger/alliance
partners.
In conjunction with PVP, to develop identity, embed
core values to become a values driven organization.
Some questions assess degree of
reconciliation
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8. Personal Values Profiler (PVP)
Use to elicit and benchmark personal value priorities
or when assessing consistency with corporate
values.
Comparisons of personal values with others enables
measures of concordance or disconcordance to be
assessed.
Frequently completed prior to training/conferences
PVP - From a database of values, participant builds their
own personal list of priority values
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9. Web-based cultural profiles
Culture Compass Online
An Internet-based online training
application which aims to increase the
cross-cultural awareness and skills of the
individual user.
Intercultural Leadership Profile
The objective for the Intercultural
Leadership Assessment (ILA) profiling tool
is to raise the level of appreciation for the
reconciliation approach and its potential to
leaders to systematically create win-win
situations.
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10. Expertise
 Global leadership & managing diversity
 Cross-border management & internationalization
 M&A, cross-cultural integration
 Corporate identity & performance
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11. Expertise
 Ownership of the world’s most extensive database on
cultural values, corporate culture and business dilemmas
with approximately 100,000 responses of international
leaders and managers
 Focusing on both national and corporate culture, and
continuing to grow in research, data, publications, training
and consulting
 14 business books, including: bestseller “Riding the Waves
of Cultures” (translated into 12 languages) “Innovating in a
Global Crisis”, “Servant-Leadership Across Cultures”, “M&A
Global Tango”
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12. Culture: What you see…
When business and culture clash...
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13. Culture: What you see…
When business and culture clash...
Culture wins!
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14. A model of culture
Physical
Language
contact
Work ethic Food
Expression
of emotion Meeting style
Rhythm & Pace Architecture
Behaviour Dress
Literature
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15. A model of culture
Explicit
Culture
Implicit
Culture
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16. The Seven Dimensions of Culture
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17. The Seven Dimensions of Culture
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18. 01/ The Car Accident
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19. 01/ What right does your friend have?
A. My friend has a definite right as a
friend to expect me to testify to the
lower figure.
B. He has some right as a friend to expect
me to testify to the lower figure.
C. He has no right as a friend to expect
me to testify to the lower figure.
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20. 01/ Universalism
Friend has no/some right and would not help
USA 88
Norway 87
Switzerland 87
Canada 86
UK 84
Germany 83
The Netherlands 82
Italy 79
Czech Republic 76
Brazil 73
Spain 71
Japan 69
Belgium 68
France 67
Argentina 66
China 65
Greece 60
India 54
Russia 52
South Korea 44
0 25,0000 50,0000 75,0000 100,0000
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21. 01/ Universalism
Friend has no/some right and would not help
USA 88
Norway 87
Switzerland 87
Canada 86
UK 84
Germany 83
The Netherlands 82
Italy 79
Czech Republic 76
Brazil 73
Spain 71
Japan 69
Belgium 68
France 67
Argentina 66
China 65
Greece 60
India 54
Russia 52
South Korea 44
0 25,0000 50,0000 75,0000 100,0000
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22. How values come to us
Positives:
• Consistency
• Clarity
• Reliability
versus
UNIVERSALISM PARTICULARISM
(Rules & Systems) (Exceptions & Relationship)
Negatives:
• Nepotism
• Chaos
• Unreliability
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23. How values come to us
Positives:
• Flexibility
• Responsiveness
• Personal
versus
UNIVERSALISM PARTICULARISM
(Rules & Systems) (Exceptions & Relationship)
Negatives:
• Bureaucracy
• Rigid
• Impersonal
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24. Profile: Russian Federation
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25. Profile: Netherlands
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26. Profile: Netherlands
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27. Urban Environments
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28. Human Capital
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29. Current v Ideal Organization Values for Company A
Current Ideal
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30. CONCLUSIONS
ISSUE AT HAND: BUSINESS CULTURE
#1 DYNAMIC JOB MARKET
CHALLENGES:
#2 QUALITY URBAN ENVIRONMENT
TOOLS: CULTURAL PROFILING
TRENDS: SENSORIAL
EXPERIENCE
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31. CONCLUSIONS
How to measure your culture and compare
it to other cultures
How to attract the right businesses
How to keep you human capital once they
enter your job market
What it means to taste and smell a city, how
can we turn this experience into gold
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32. Human Capital and Urban Environments:
A Cultural Perspective
THANK YOU
12 декабря 2012 г.