LIBS Connect - Business Beyond Boundaries

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

Virtual Power Teams
how to deliver projects faster,
reduce cost and develop your organization
for the Future!
Peter Ivanov
www.peter-ivanov.com

clarity
1. Personality in focus
2. Strengths matrix
3. Interdependant goals

Struktured communication
4. Forums & Agenda
5. Knowledge Management
6. Regular Feedback

Virtual culture
7. Recognition
8. Diversity
9. Winning Spirit

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

Personalityin focus
Personality + Competence = TRUST

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

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?

Virtual power teams - Formula
VPT=( P+V+I )/S
P = Personality
V = Vision
I = Intimacy
S = Self

SME Export E-commerce
• Scope: Project – revenue €80 mln
• Problem: Intercultural issues
• Intervention: 1 day workshop
• Result: Team Vision & Culture

“If you dream alone,
this is just a dream.
If people dream together
this is the beginning of a new reality”
John Lennon

Thank You !
www.peter-ivanov.com
info@peter-ivanov.com

Business Beyond Boundaries
University of Lincoln
Lincoln International
Business School
By
Jan Bertelsen, General Manager

<#>
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

<#>
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

<#>
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

<#>
Trade Directory
Website banners
E-news banners and information
Members – to – members offers
Newsletter editorials and adverts
Event sponsorship
Marketing opportunities for members

<#>
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

<#>
We provide the Net – You do the Working
NetWorking
please feel free to connect: Jan@nbccuk.com
Jan Bertelsen, General Manager of the NBCC

<#>
Many thanks for your attention and interest

David Gregory
March 6th, 2019
Advice
Support
Networking
www.cbbc.org
China – Beyond Boundaries

Advice Support Networking www.cbbc.org
About CBBC

• Political
• Economic
• Scale
• Language
• Culture
Features

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

1980s / 1990s 2000s 2018
Deep Structural Changes

13th Five Year Plan (2016-2020) Belt & Road Initiative (BRI)
Made in China 2025 Internet Plus
Key Government Initiatives

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

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

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

Great Firewall, Internet
Access & Hosting Issues
Getting Paid Tax Planning
Contracts and Legal Issues
Identifying Partners &
Business Negotiations
Cultural Differences
Common Challenges

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

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

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

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

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

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

Formation of (UN mandated)
Global Biotechnology Transfer Foundation

Formation of the National Aquaculture Centre

African Ambassador appointment

Today
Lincolnshire
now a portal to
the 55 countries
of Africa
So many
opportunities for
business - industry,
education, research
and development.

Thank you.
CLIFF SPENCER
CLIFF.SPENCER@GBTFOUNDATION.ORG
WWW.GBTFOUNDATION.ORG
Any questions?

Dimensions of National Culture
Dr. Craig Marsh
Pro Vice Chancellor
Director of the Lincoln International Business SchoolBusiness Beyond Boundaries – LIBS Connect 6th March 2019

Good advice on working
with particular national
cultures….

... Whereas this points to
understanding underlying
dimensions of culture

A three step approach to cross cultural
competence
Awareness
Of one’s own cultural
perspective
Respect
Appreciation of
cultural differences
Reconciliation
Resolve cultural
differences

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

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

..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

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

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:

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

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

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?

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

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

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

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

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

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

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

The ladder of inference
explains how to use
cultural awareness to
challenge our
assumptions

Thank you for listening!

Around the Corporate Governance
World in 15 minutes
Dr. Chris Pierce
University of Lincoln
Wednesday 6th March 2019

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

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

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

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

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

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

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

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?

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

Hand your answer sheet to the person next to you
Mark the sheets as we go through the answers.
The Answers!

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”.

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”.

“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)

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 :

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

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

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.

Around the Corporate Governance
World in 15 minutes
Thank you…

LIBS Connect - Business Beyond Boundaries

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