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LIBS Connect - Business Beyond Boundaries

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Presntation slides from the Spring 2019 LIBS Connect

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LIBS Connect - Business Beyond Boundaries

  1. 1. Agenda Welcome (Ruchi Aggarwal & Peter Ivanov) Jan Bertelsen – Business with Nordic Companies David Gregory – Business with China Peter Ivanov – Scale-ups/Case Studies Sean Ramsden – Ramsdens International 10:15 – 10:45 Refreshments & Trade Map Exercise Connect-ED: Delta Simons Connect-ED: National Aquaculture Centre Connect-ED: Michael Brunton Dr Craig Marsh – International Innovation Q&A Peter Ivanov – Scale-ups/Case Studies Chris Pierce – Governance Ruchi Aggarwal & Dr Craig Marsh – Closing Remarks 13:00 – 14:00 – Lunch & Networking
  2. 2. Virtual Power Teams how to deliver projects faster, reduce cost and develop your organization for the Future! Peter Ivanov www.peter-ivanov.com
  3. 3. Amazon Top 3!
  4. 4. clarity 1. Personality in focus 2. Strengths matrix 3. Interdependant goals
  5. 5. Struktured communication 4. Forums & Agenda 5. Knowledge Management 6. Regular Feedback
  6. 6. Virtual culture 7. Recognition 8. Diversity 9. Winning Spirit
  7. 7. PERSONAL LIFELINE 1 0 50 100 -50 -100 1995 2000 2005 2010 2015 Married Floris Birth of Bernd Starting own business Divorce Quit smoking Birth of John John A marks John diagnosed as autist Getting closer with Bernd Start working after the University My first marathon Bernd returned from camp for smoking grass Living and working with Martin Quality Family time Time Intensity of Life events
  8. 8. Personality in focus
  9. 9. Personalityin focus Personality + Competence = TRUST
  10. 10. Strengths Matrix
  11. 11. Find your Strengths • What is easy and fun to do in your job? • What was your biggest Success? • What are people asking you for Help? • If I ask your Best Friend what are your strengths , what would he/she say? • What is your biggest STRENGTH? • I think your biggest strength is … 9
  12. 12. Forums & Agenda
  13. 13. Structured Communication • Which Forums do you have/need? • How often? • Who takes part? • What is the channel for Urgent communication? • What is the response time for Urgent response and for Email?
  14. 14. Virtual power teams - Formula VPT=( P+V+I )/S P = Personality V = Vision I = Intimacy S = Self
  15. 15. 81%
  16. 16. SME Export E-commerce • Scope: Project – revenue €80 mln • Problem: Intercultural issues • Intervention: 1 day workshop • Result: Team Vision & Culture
  17. 17. winning spirit
  18. 18. winning spirit
  19. 19. “If you dream alone, this is just a dream. If people dream together this is the beginning of a new reality” John Lennon
  20. 20. Thank You ! www.peter-ivanov.com info@peter-ivanov.com
  21. 21. Business Beyond Boundaries University of Lincoln Lincoln International Business School By Jan Bertelsen, General Manager
  22. 22. <#> The Norwegian-British Chamber of Commerce is a not for profit membership organisation founded in 1906. The Chamber has its HQ in London and a Chapter in Aberdeen. The Chamber consist of Norwegian and British companies and business people. The mission of the Chamber is to promote trade and investment between Norway and the UK; to provide a platform for companies and business people who wish to become a part of the Norwegian – British business community. We provide professional networking opportunities and encourage dialogue between member companies. NBCC members have access to a wide range of business events, marketing services and business opportunities. About the Chamber
  23. 23. <#> Partners in 2019
  24. 24. <#> Member Profiling - Through the website, events and specialized malings 1-2-1 Connections - targeted introductions to key stake holders suited to the member’s needs Events - approx. 45 events in London and Aberdeen. Government Connections - To act as a channel between the members and the Norwegian and British authorities on particular topics of special interest to the members. The Chamber’s main functions and offering
  25. 25. <#> London 25 to 35 events every year - Events together with the Embassy, members and external partners - Oil and Gas events, Financial events, Innovation and Diversity events - Joint Nordic Drinks - Christmas lunch and River Cruise Aberdeen 10 to 12 events every year Events
  26. 26. <#> Events Wheel 2019
  27. 27. <#> Trade Directory Website banners E-news banners and information Members – to – members offers Newsletter editorials and adverts Event sponsorship Marketing opportunities for members
  28. 28. <#> Doing Business in Norway / Nordics Cultural Awareness • High education levels, excellent English language skills • Flat structures, consensus orientated, casual and generally informal • Norwegians can be very direct; expect frank negotiations, but avoid high-pressure sales tactics • Norwegian society is based on trust; verbal agreements are important • As a general rule, Scandinavians are very punctual; work and social • Respect for contracted working hours, time off, family focussed • Meeting deadlines is important • Sophisticated, early adopters, innovators, digitally orientated • Presence in Norway is generally important to succeed in the longer term
  29. 29. <#> We provide the Net – You do the Working NetWorking please feel free to connect: Jan@nbccuk.com Jan Bertelsen, General Manager of the NBCC
  30. 30. <#> Many thanks for your attention and interest
  31. 31. David Gregory March 6th, 2019 Advice Support Networking www.cbbc.org China – Beyond Boundaries
  32. 32. Advice Support Networking www.cbbc.org About CBBC
  33. 33. Advice Support Networking www.cbbc.org • Political • Economic • Scale • Language • Culture Features
  34. 34. Advice Support Networking www.cbbc.org China GDP /GDP Growth 2007 - 2017 • China’s GDP grew by 6.9% in 2017, exceeding official target of 6.7% • Average growth of 8.2% over last decade • China now accounts for almost 1/5th of global GDP, and 30% of global growth • Monthly GDP equivalent to Mexico’s annual GDP Economic Growth
  35. 35. Advice Support Networking www.cbbc.org 1980s / 1990s 2000s 2018 Deep Structural Changes
  36. 36. Advice Support Networking www.cbbc.org 13th Five Year Plan (2016-2020) Belt & Road Initiative (BRI) Made in China 2025 Internet Plus Key Government Initiatives
  37. 37. Advice Support Networking www.cbbc.org Opportunities for Business • Sourcing: attitudes for China being a cheap supplier are changing • Selling: broad opportunities across most sectors, ranging from manufacturing to services. But: • Not high volume/low cost • Extremely competitive market • International companies/brands must differentiate themselves based on USPs, quality, know-how or some other feature • Increasing emphasis on localisation, knowledge sharing, technology transfer and partnership
  38. 38. Advice Support Networking www.cbbc.org The Chinese Consumer China's middle class will reach 400 million people by 2020 However… average disposable income still only around $10,000 per annum
  39. 39. Advice Support Networking www.cbbc.org What Does China Want? • Increasingly affluent, aspirational, sophisticated – and urban • Growing mid-range consumption • Rising expectations, individualism and emotional needs Services • Education • Financial & professional services • Travel • Medical Goods • Food & drink • Mother & baby • Luxury/quality • Cosmetics and personal care
  40. 40. Advice Support Networking www.cbbc.org Great Firewall, Internet Access & Hosting Issues Getting Paid Tax Planning Contracts and Legal Issues Identifying Partners & Business Negotiations Cultural Differences Common Challenges
  41. 41. Advice Support Networking www.cbbc.org Advanced Manufacturing Workshop – Lincoln Hotel 14th Mar 19 For manufacturing companies. Learn about China’s plans to upgrade it’s industrial capability and opportunities for UK businesses. Including sessions on: • How to deal with trademarks and how to protect IP. • Routes to market. • Real case experience of entering the China market. • DIT – services and support • Growth Hub – services and support
  42. 42. Advice Support Networking www.cbbc.org Thank You! Please contact me for more information David Gregory China Market Business Adviser China-Britain Business Council E: david .gregory@cbbc.org T: 0741 598 5383 Contact Us
  43. 43. My Story…
  44. 44. Who are we…
  45. 45. Our History… • Established 1946 by Ron Ramsden in Grimsby • Wholesale business established 1963 • Started exporting 1970 • Sean Ramsden joined 1995 • Formed export partnership with Nisa 1998 • Established international offices in 6 counties • 15 year period of 27% YoY Growth
  46. 46. Where are we now… • £500+ million invested the British Economy • £58m Turnover • We sell 24,000 products worldwide from over 650 manufacturers • 130+ Countries • 600+ Customers • 90+ Headcount • 24 Languages / 18 Nationalities • Full added-value International Wholesale Services
  47. 47. Recognition…
  48. 48. What next…
  49. 49. Learnings…
  50. 50. Sources of Help…
  51. 51. The ‘B’ Word…
  52. 52. Thank you…
  53. 53. Copyright - © Delta-Simons Environmental Consultants Ltd. 2019 ▲ Delta-Simons is a founder member of Inogen Environmental Alliance. ▲ Inogen is a global corporation providing multinational organisations with environmental, health, safety, energy and sustainability solutions. ▲ Provides a single point of contact to deliver global projects. ▲ Offices located on every continent: 6,430 staff worldwide, projects completed in more than 120 countries. ▲ Projects delivered for non-profit organisations and both public and private sector clients in Automotive, Chemical, Food & Beverage, Manufacturing, Oil & Gas, Real Estate and Technology sectors, among others. Where we have worked Inogen Associate location Project Work completed No projects completed in these countries
  54. 54. C L I F F S P E N C E R G L O B A L B I O T E C H N O L O G Y T R A N S F E R F O U N D A T I O N N A T I O N A L A Q U A C U L T U R E C E N T R E A F R I C A N U N I O N D E V E L O P M E N T A G E N C Y A p r e s e n t a t i o n t o Lincoln International Business School ‘ B u s i n e s s B e y o n d B o u n d a r i e s ’ Beyond Boundaries
  55. 55. Food Crops
  56. 56. Seed Crops
  57. 57. Industrial Crops
  58. 58. Medical Crops
  59. 59. Move to the United Nations
  60. 60. Formation of (UN mandated) Global Biotechnology Transfer Foundation
  61. 61. Formation of the National Aquaculture Centre
  62. 62. African Ambassador appointment
  63. 63. Today Lincolnshire now a portal to the 55 countries of Africa So many opportunities for business - industry, education, research and development.
  64. 64. Thank you. CLIFF SPENCER CLIFF.SPENCER@GBTFOUNDATION.ORG WWW.GBTFOUNDATION.ORG Any questions?
  65. 65. Dimensions of National Culture Dr. Craig Marsh Pro Vice Chancellor Director of the Lincoln International Business SchoolBusiness Beyond Boundaries – LIBS Connect 6th March 2019
  66. 66. Business Beyond Boundaries
  67. 67. Business Beyond Boundaries Good advice on working with particular national cultures….
  68. 68. Business Beyond Boundaries ... Whereas this points to understanding underlying dimensions of culture
  69. 69. Business Beyond Boundaries A three step approach to cross cultural competence Awareness Of one’s own cultural perspective Respect Appreciation of cultural differences Reconciliation Resolve cultural differences
  70. 70. Business Beyond Boundaries Levels of culture Artifacts Visible and feelable structures and processes, observable behaviour Espoused beliefs and values Ideals, goals, values, aspirations Basic underlying assumptions Unconscious taken-for-granted beliefs and values – determine behaviour, perception, thought and feeling
  71. 71. Business Beyond Boundaries Differences in national culture can be seen as a “normal distribution curve” of norms and values… French Cultural Norms and Values American Cultural Norms and Values Shared
  72. 72. Business Beyond Boundaries ..with the extremes representing our “stereotypes” of the other culture French seen by Americans... Americans seen by French…. Flamboyant Arrogant Hierarchical Emotional Naive Aggressive Unprincipled Workaholic
  73. 73. Business Beyond Boundaries Culture originates from the way groups resolve universal human challenges in different ways: 1. How to manage time 2. How to manage relationship with others 3. How to come to terms with the environment
  74. 74. Business Beyond Boundaries Our view of time – How are past, present, and future related, in your view? The ‘Cottle’ circles test Think of the past, present and future as being in the shape of circles. Please draw three circles representing past, present and future. Arrange these circles in any way you want that best shows you how you feel about the relationship of the past, present and future. You may use different size circles, and the circles may be apart, touching or overlapping: Past - present - future – for example:
  75. 75. Business Beyond Boundaries Is time sequential, or synchronous? • Tend to think of time as sequential: USA, UK, Netherlands, China, Germany • Tend to think of time as synchronous: Nigeria, Singapore, India, Spain, Italy, France
  76. 76. Business Beyond Boundaries Our view of time - is it sequential or synchronous? National tendencies • Sequential view: that everything has a time and a place in a series of passing separate events • schedules are key and times are precise, means and ends separate • most recent performance is major issue • motivated by achieving planned future goals, relationships more instrumental • Synchronic view: past, present and future are all interrelated • times are guidelines • past performance is as relevant as present performance • motivated by fulfilling relationships
  77. 77. Business Beyond Boundaries Our view of nature - do we control it or let it take its course? A. What happens to me is my own doing B. Sometimes I feel I do not have control over the direction my life is taking Which one of these two statements would you most support?
  78. 78. Business Beyond Boundaries Our view of nature – national tendencies • Tends toward Inner – directed (what happens to me is my own doing): Norway, USA, Australia, UK, France, Austria, Netherlands, Denmark • Tends toward Outer – directed (must go along with nature) : China, Russia, Egypt, Singapore, Saudi Arabia, Japan, India
  79. 79. Business Beyond Boundaries Our view of nature - do we control it or let it take its course? • Inner - directed: belief that you can and should control nature by imposing your will upon it • organisation is a machine which obeys the will of its operators • prefers the imposition of uniform strategy and procedure • Outer - directed: belief that man is part of nature and must “go along” with its laws • organisation is a product of nature owing development to the environment and a favourable balance • ideal is advantageous fit to external force
  80. 80. Business Beyond Boundaries Our relationship with others: Communitarianism vs Individualism (preference for the group vs for the individual) Which kind of work is found more frequently in your organisation? A. Everyone works together and you do not tend to get individual credit B. Everyone is allowed to work individually and individual credit tends to be given
  81. 81. Business Beyond Boundaries Our relationship with others: Communitarianism vs Individualism - national tendencies • Tends toward preference for the group: Japan, India, Mexico, France, Brazil, Singapore, China, Denmark, Cuba, Nigeria • Tends toward preference for the individual: Czech Republic, Russia, Poland, Finland, Spain, USA, Norway, UK
  82. 82. Business Beyond Boundaries Is our main orientation to the group or to the individual? • Individualism - main orientation to self • competition held as critical value • distinguished by separate personal responsibilities • Communitarianism - main orientation to group • people achieve in groups • assumption of joint responsibility
  83. 83. Business Beyond Boundaries Rules vs relationships - how do we judge others’ behaviour? • Universalist - the obligation to adhere to a set of universally accepted rules of behaviour • tends to be abstract • implies equality • resists exceptions • Particularist - focuses on the exceptional nature of present circumstances • tends to be personalised • puts unique circumstances before the rules
  84. 84. Business Beyond Boundaries Do we accord status by who we are or by what we’ve done? • Achievement: unusual attention is given to people for what they’ve done - their track record • respect for superior based on how effectively job is performed • use of titles only when relevant to competence in task • Ascription: we are influenced by the person’s age, experience, profession, connections and education • right educational qualifications guarantee success
  85. 85. Business Beyond Boundaries The ladder of inference explains how to use cultural awareness to challenge our assumptions
  86. 86. Business Beyond Boundaries Thank you for listening!
  87. 87. Around the Corporate Governance World in 15 minutes Dr. Chris Pierce University of Lincoln Wednesday 6th March 2019
  88. 88. Which one of the following countries was identified in the World Bank ‘Doing Business Statistics’ (2019) as the BEST performing country for ease of doing business ? A. New Zealand B. Singapore C. US D. UK E. Australia Question 1
  89. 89. The World Bank ‘Doing Business Statistics’ (2019) identified which one of the following groups as the 5 most improved countries in the World? A. Nigeria, Brazil, Sri Lanka, Indonesia and Canada B. Iceland, Greece, Israel, Libya and Seychelles C. Afghanistan, Djibouti, China, Azerbaijan and India D. Ireland, Hungary, Bangladesh, Germany and Chile E. Argentina, South Africa, Hong Kong, Norway and Egypt Question 2
  90. 90. Which one of the following countries was identified in the World Bank ‘Doing Business Statistics’ (2019) as the WORST performing country for ease of doing business ? A. South Sudan B. Libya C. Yemen D. Venezuela E. Eritrea F. Somalia Question 3
  91. 91. In the World Economic Foundation Global Risks Survey (2019) which of the following was deemed the highest risk in terms of impact to companies? A. Weapons of mass destruction B. Failure of climate change mitigation and adaptation C. Extreme weather events D. Water crises E. Natural disasters F. Cyber attacks G. Spread of infectious diseases Question 4
  92. 92. In a 2018 survey of UK companies which of the following was perceived to be the highest risk : A. Economic conditions B. Resistance to change C. Speed of disruptive innovations and / or new technologies D. Insufficiently prepared to manage cyber risks Question 5 Source: Protiviti
  93. 93. According to a number of international surveys by McKinsey over the last 4 years, how many days per year do non-executive directors of large listed companies on high impact boards work? A. 10 days pa B. 20 days pa C. 30 days pa D. 40 days pa Question 6
  94. 94. In the 2018 World Economic Forum Report on Competitiveness which country had the strongest auditing and reporting standards? A. USA B. South Africa C. UK D. Finland E. India Question 7
  95. 95. All listed companies in the European Union are required to publish a corporate governance statement in their annual report. Question 8 Is the following statement True or False?
  96. 96. In 2014 which one of the following countries was the first to register a computer as a Board Director? A. Japan B. USA C. Hong Kong D. Singapore Question 9
  97. 97. Hand your answer sheet to the person next to you Mark the sheets as we go through the answers. The Answers!
  98. 98. Which one of the following countries was identified in the World Bank ‘Doing Business Statistics’ (2019) as the best performing country for ease of doing business ? A. New Zealand B. Singapore C. US D. UK E. Australia Question 1 Source: World Bank “Doing Business Statistics 2019”.
  99. 99. The World Bank ‘Doing Business Statistics’ (2019) identified which one of the following groups as the 5 most improved countries in the World? A. Nigeria, Brazil, Sri Lanka, Indonesia and Canada B. Iceland, Greece, Israel, Libya and Seychelles C. Afghanistan, Djibouti, CHINA, Azerbaijan and INDIA D. Ireland, Hungary, Bangladesh, Germany and Chile E. Argentina, South Africa, Hong Kong, Norway and Egypt Question 2 Source: World Bank “Doing Business Statistics 2019”.
  100. 100. “Our aim is to be in the top 50 nations in ease of business.” 2015:- 130th in the League Table 2018:- 77th in the League Table Prime Minister Modi, India January 2015 Question 2 (contiNUED)
  101. 101. Which one of the following countries was identified in the World Bank ‘Doing Business Statistics’ (2019) as the WORST performing country for ease of doing business ? A. South Sudan B. Libya C. Yemen D. Venezuela E. Eritrea F. Somalia Question 3
  102. 102. In the World Economic Foundation Global Risks Survey (2019) which of the following was deemed the highest risk in terms of impact to companies? A. Weapons of mass destruction B. Failure of climate change mitigation and adaptation C. Extreme weather events D. Water crises E. Natural disasters F. Cyber attacks G. Spread of infectious diseases Question 4
  103. 103. A. Economic conditions B. Resistance to change C. Speed of disruptive innovations and/or new technologies D. Insufficiently prepared to manage cyber risks Question 5 Survey Source: Protiviti In a 2018 survey of UK companies which of the following was perceived to be the highest risk :
  104. 104. According to a number of international surveys by McKinsey over the last 4 years, how many days per year do non-executive directors of large listed companies on high impact boards work? A. 10 days pa B. 20 days pa C. 30 days pa D. 40 days pa Question 6
  105. 105. In the 2018 World Economic Forum Report on Competitiveness which country had the strongest auditing and reporting standards? A. USA B. South Africa C. UK D. Finland E. India Question 7
  106. 106. All listed companies in the European Union are required to publish a corporate governance statement in their annual report. Question 8 Is the following statement True or False? TRUE
  107. 107. In 2014 which one of the following countries registered a computer as a Board Director? A. Japan B. USA C. Hong Kong D. Singapore Question 9 “Deep Knowledge Ventures”, a Japanese venture capital firm in Hong Kong registered an algorithm as a board director to approve investment decisions. It was the first time a computer had been registered as a company director.
  108. 108. Around the Corporate Governance World in 15 minutes Thank you…

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