This document discusses the importance of cultural agility for global organizations. It provides examples of companies like Intuit, Walmart, and Target that failed to consider cultural differences when expanding internationally. Cultural agility involves understanding local contexts and adapting behaviors accordingly. Professionals can leverage cultural adaptation, minimization, and integration. Building cultural agility is a process that includes developing competencies like cultural curiosity and perspective-taking. While agile methods provide a framework, applying agile principles with cultural context can improve business outcomes for multicultural teams.
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
This PowerPoint strategically presents how accountability is essential in the workplace and how the lack of accountability can cause critical problems if not discovered.
Cynefin - A Framework for Leaders in an Ever-Changing WorldIlio Krumins-Beens
Cynefin is a sense-making framework developed by David Snowden and others, which is currently maintained by Cognitive Edge (http://cognitive-edge.com/). I believe the framework can be extremely helpful to leaders cope with ever changing dynamics in their organization, as their default leadership style will not work best in all situations.
This presentation is one I use to explain Cynefin to others, but it is largely based on the work of others.
I leverage the following resources:
Snowden, David J. and Mary E. Boone, A Leader’s Framework for Decision Making, Harvard Business Review, November 2007
Snowden, David Introduction to the Cynefin Framwork (:08 video) Cognitive Edge Website, Oct 29, 2011
Snowden, David It's Not Good Enough to be Right (1:02 video) LKCE12
Snowden, David Keynote of XP 2012 (Part 1 (:38), Part 2 (:40)) May 2012
Snowden, David Practice without sound theory will not scale (1:08 video presentation)
Kurtz, C.F., and D. J. Snowden, The New Dynamics of Strategy: Sense-Making in a Complex and Complicated World, IBM Systems Journal, Vol 42, No 3., 2003
Cognitive Edge Blog on Cynefin
Ballestrin, Kim. Applying Cynefin and Agile LAST Conference, July 27, 2012 (Deck and Video)
Haight, Cameron. Leverage the Cynefin Framework to Improve IT Operations and Decision Making, Gartner: 2012
Perline, Joseph. On Understanding Software Agility— A Social Complexity Point Of View, E:CO Issue Vol. 13 Nos. 1-2 2011
Neis, Pierre How Cynefin Model Improves Lean Implementation, Slideshare Oct 21, 2012
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
This PowerPoint strategically presents how accountability is essential in the workplace and how the lack of accountability can cause critical problems if not discovered.
Cynefin - A Framework for Leaders in an Ever-Changing WorldIlio Krumins-Beens
Cynefin is a sense-making framework developed by David Snowden and others, which is currently maintained by Cognitive Edge (http://cognitive-edge.com/). I believe the framework can be extremely helpful to leaders cope with ever changing dynamics in their organization, as their default leadership style will not work best in all situations.
This presentation is one I use to explain Cynefin to others, but it is largely based on the work of others.
I leverage the following resources:
Snowden, David J. and Mary E. Boone, A Leader’s Framework for Decision Making, Harvard Business Review, November 2007
Snowden, David Introduction to the Cynefin Framwork (:08 video) Cognitive Edge Website, Oct 29, 2011
Snowden, David It's Not Good Enough to be Right (1:02 video) LKCE12
Snowden, David Keynote of XP 2012 (Part 1 (:38), Part 2 (:40)) May 2012
Snowden, David Practice without sound theory will not scale (1:08 video presentation)
Kurtz, C.F., and D. J. Snowden, The New Dynamics of Strategy: Sense-Making in a Complex and Complicated World, IBM Systems Journal, Vol 42, No 3., 2003
Cognitive Edge Blog on Cynefin
Ballestrin, Kim. Applying Cynefin and Agile LAST Conference, July 27, 2012 (Deck and Video)
Haight, Cameron. Leverage the Cynefin Framework to Improve IT Operations and Decision Making, Gartner: 2012
Perline, Joseph. On Understanding Software Agility— A Social Complexity Point Of View, E:CO Issue Vol. 13 Nos. 1-2 2011
Neis, Pierre How Cynefin Model Improves Lean Implementation, Slideshare Oct 21, 2012
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
Agility as a process is well understood today in feedback generating iterations or as a flow. Agility as a structure is becoming better understood through cross-functional teams working collaboratively. However, Agility as a culture has very little exposure - yet culture impacts every attempt at agility.
This session provides a language for organizational culture, its impact on agility, and examples where exposing culture has aided adoption. We explore cultures within single organizations, sub-cultures across boundaries within larger organizations, and cultures bridging a corporate merger.
FABERNOVEL INSTITUTE and BAP are releasing the results of a study about collaboration that reviews its practices and standards. The survey was conducted among 50 French and international companies between February and April 2018.
Collaboration is not a new concept. It's been 15 years that its Google Trends curve oscillates slightly but keeps the same dynamics. First used in the field of learning, the word "collaboration" is experiencing - thanks to the emergence of the new economy and its actors, GAFA, unicorns and start-ups - a certain rebirth. The first result of the survey shows that for 80% of respondents, collaboration is beneficial to the company.
The study both questions some mainstream ideas that still exist and shows that the digital revolution has succeeded in spreading its practices to large organizations.
Large Scale Agile Transformation in Government: Field reportCGI Québec Formation
Give you hints, tips and tricks based on our experience on a large Scale Agile transformation
Discuss pitfalls and lessons learned
Try to give you a “push” to move forward
This PPT is a tool to help focus a team / group / or stakeholders into a high performance team. It concentrates on results, commitment, processes, communication, and trust.
I created this tool as a means to transition a team through the four stages of team maturity: forming, storming, forming, and performing.
For many years, organizations that have been recognized as best places to work have received that recognition because they have cultures that create the conditions for people to thrive personally and professionally. Cultures in organizations that are good places to work develop environments in which people work together in support of the mission and vision.
Culture is critical for understanding how to succeed with Agile. We will explore culture and how Agile impacts organizations. In this session, you will learn the Schneider culture model and how it can be applied to make changes that align with your organization's culture. We will also explore Agile adoption and transformation approaches in the context of culture.
Please contact me if you would like PPT.
This is a training session/knowledge mashup that I put together after watching a stanford breakfast series video on persuasion. Also my first attempt of a slidecast.
I delivered this presentation when I was studying Software Engineering at UTS(Autumn 2010). I was the Project Manager of a team of 20 Software Engineering students and we were developing a Robotic Waste Treament System.
Agility as a process is well understood today in feedback generating iterations or as a flow. Agility as a structure is becoming better understood through cross-functional teams working collaboratively. However, Agility as a culture has very little exposure - yet culture impacts every attempt at agility.
This session provides a language for organizational culture, its impact on agility, and examples where exposing culture has aided adoption. We explore cultures within single organizations, sub-cultures across boundaries within larger organizations, and cultures bridging a corporate merger.
FABERNOVEL INSTITUTE and BAP are releasing the results of a study about collaboration that reviews its practices and standards. The survey was conducted among 50 French and international companies between February and April 2018.
Collaboration is not a new concept. It's been 15 years that its Google Trends curve oscillates slightly but keeps the same dynamics. First used in the field of learning, the word "collaboration" is experiencing - thanks to the emergence of the new economy and its actors, GAFA, unicorns and start-ups - a certain rebirth. The first result of the survey shows that for 80% of respondents, collaboration is beneficial to the company.
The study both questions some mainstream ideas that still exist and shows that the digital revolution has succeeded in spreading its practices to large organizations.
Large Scale Agile Transformation in Government: Field reportCGI Québec Formation
Give you hints, tips and tricks based on our experience on a large Scale Agile transformation
Discuss pitfalls and lessons learned
Try to give you a “push” to move forward
This PPT is a tool to help focus a team / group / or stakeholders into a high performance team. It concentrates on results, commitment, processes, communication, and trust.
I created this tool as a means to transition a team through the four stages of team maturity: forming, storming, forming, and performing.
For many years, organizations that have been recognized as best places to work have received that recognition because they have cultures that create the conditions for people to thrive personally and professionally. Cultures in organizations that are good places to work develop environments in which people work together in support of the mission and vision.
Culture is critical for understanding how to succeed with Agile. We will explore culture and how Agile impacts organizations. In this session, you will learn the Schneider culture model and how it can be applied to make changes that align with your organization's culture. We will also explore Agile adoption and transformation approaches in the context of culture.
Please contact me if you would like PPT.
This is a training session/knowledge mashup that I put together after watching a stanford breakfast series video on persuasion. Also my first attempt of a slidecast.
I delivered this presentation when I was studying Software Engineering at UTS(Autumn 2010). I was the Project Manager of a team of 20 Software Engineering students and we were developing a Robotic Waste Treament System.
In times like these it is more important than ever to get the most out of our investment in HR Capital. Taking different cultural backgrounds into account will increase motivation, reduce turnover, and help keep your best people.
Managers can be more effective in coping with the global economic crisis if they simplify the way they manage their staff, taking into account the different cultural backgrounds of their team members and the different cultures in which their business operates. Global practices need to be adapted to local cultural values to increase efficiency.
Culture Eats Fintech for Breakfast - MEL Scott Bales
What an awesome session with Melbourne's Banking sector, as we tackled the most challenging part of #innoation and #digitaltransformation.... CULTURE
Amazing to collaborate with some powers of industry in Victor Perton and Mark Danaro
The Rise of Mental Illness and Its Devastating Impact on Society Free .... MentalHealthEssay clean. Mental Illness Essay | NUR210 - Health Sociology - CDU | Thinkswap. mental health essay. Mental Health Essay — ADVERTISEMENT. WHAT IS MENTAL HEALTH Essay Example | Topics and Well Written Essays .... Free mental health essays and papers 123helpme 2017. Mental health and illness - PHDessay.com. Mental Health Essay : NIH announces winners of high school mental .... Question 2 essay, mental health. - Question 2: How might stigma impact .... Mental Illness and Symbolic Interaction Essay Example | Topics and Well .... (PDF) Essays and Debates in Mental Health. College Essay About Mental Illness Example. Mental health essay :: Short essay on the importance of Mental Health. Short Essay On The Importance of Mental Health | PDF. Essay on Mental Health and Mental Illness. 006 P1 Essay Example Mental Illness ~ Thatsnotus. Essay on mental health - Docsity. How To Write An Essay On Mental Health - Agnew Text. 009 Mental Illness Essay Topics Example ~ Thatsnotus. Mental Health Essay | Essay on Mental Health for Students and Children .... Essay Summary of Mental Health - PHDessay.com. Mental illness opinion essay - What can be done: Some Ideas about .... Essays on Mental Illness : Real People, Real Life, Real Hope (Paperback ....
Clients look for the future in the strangest of places. However, our tried and tested approach can save you money and face. Learn why consumers will tell you garbage and why trends are just a start. Get to the future first - with Futures Coaching.
2 Cross-Cultural Business
Learning Objectives
Helsinki, Finland—Nokia Corporation (www.nokia.com) is the world’s number one manufacturer of mobile handsets. The company’s 112,000 employees in more than 150 countries generate $79 billion in sales annually. Nokia uses its knowledge of cultures to control 40 percent of the global handset market.
Nokia is especially talented at detecting consumer needs in emerging markets. China and India represent Nokia’s first and second largest markets ahead of third-place United States. Nokia knows that in India a buyer selects a handset that has the right look and style and projects the right image. But for a consumer in China, a handset needs to be the right bargain. And Nokia recently finished a year-long study of the handset needs of people who live in Accra, capital city of the African nation Ghana.
Source: Jeffrey Barbee.
Nokia spends around $8 billion a year on research and development. Anthropologists and psychologists first travel the globe for Nokia to learn how people behave and communicate. Personnel at Nokia’s headquarters in Finland then blend these unique insights with emerging global trends to design new handsets. Finally, the company develops phones suitable for a variety of markets but localizes each one with colors, surface textures, services, and ring-tones.
Nokia maintains its competitive edge through careful cultural research. For example, company anthropologists learned that people in rural areas of emerging markets need a phone that can be shared among many users. So Nokia added the capability to save each person’s contacts separately and installed a call tracker that imposes a time or cost limit on each call. Handsets designed for emerging markets also feature menus in local languages, a one-touch flashlight in case of power outages, and a demo program for those who have never used a mobile phone. As you read this chapter, consider how culture influences international business and how company actions affect cultures.1
This chapter is the first of three that describe the links between international business activity and a nation’s business environment. We introduce these topics early because of their strong influence on how commerce is conducted in different countries. In fact, success in international business can often be traced directly to a deep understanding of some aspect of a people’s commercial environment. This chapter explores the influence of culture on international business activity. Chapter 3 presents the roles of political and legal systems, and Chapter 4 examines the impact of economic systems and emerging markets on international business.
An assessment of any nation’s overall business climate is typically the first step in analyzing its potential as a host for international commercial activity. This means addressing some important questions, such as the following: What language(s) do the people speak? What is the climate like? Are the local people open to new ideas a.
The taste of innovation build-10 x-valuefactory-90days-master-program-brochureFlevum
Brochure The Taste of Innovation | Beyond Performance Experience
How to build your 10x-ValueFactory in 90 days (introduction)
We leven in opwindende tijden - waarin de manier waarop we met elkaar werken sterk aan het veranderen is, waarin de focus naast presteren, veel meer is gaan liggen op de mens. Leiders zijn zich meer en meer bewust dat als het hun mensen goed gaat, het ook goed gaat met de organisatie.
Uitspraken binnen deze context zijn gedaan door:
Wendy Woods - Sr. Partner Boston Consulting Group: “Smart, committed people. They are our most precious and powerful resource. And many of the innovations that people have created recently enable even more people to contribute in even more substantial ways. That’s a significant part of why I’m so optimistic about our future.”
Ed Catmull - Co-founder Pixar: “Talent is rare. Management’s job is not to prevent risk but to build the capability to recover when failures occur.”
Of denk aan het “Growth Manifesto” initiatief van Neville Isdel (Coca-Cola) hoe terug te gaan naar “living our values”, hoe beter samen te werken en mensen te ontwikkelen om ultieme prestatie mogelijk te maken.
Bovenstaande voorbeelden schijnen hun licht over desastreuze focus op alleen presteren bij bedrijven zoals Enron, Lehman Brothers, Atari, Kodak …
Het feit dat klanten producten en/of diensten afnemen geeft aan dat er waarde wordt toegevoegd. De vraag is:
Welke waarde gaat morgen - onbewust ? - gewenst worden?
Wanneer is morgen?
Hoe maken wij contact met morgen?
Hoe creëert u uw eigen WaardeFabriek die antwoorden geeft op deze vragen?
Uw eigen WaardeFabriek?
DeWaardeFabriek gunt iedere organisatie haar eigen WaardeFabriek, waarin het gezamenlijk op zoek gaan naar EN het realiseren van de waarde voor morgen centraal staat.
Samen met DeWaardeFabriek laten wij u tijdens deze bijeenkomst proeven van de elementen die uw eigen WaardeFabriek succesvol maken. Deze elementen in deze bijeenkomst vormen onderdeel van een master-programma “How to build your 10x-ValueFactory in 90 days” dat speciaal voor Flevum-leden in januari 2016 van start gaat.
Na afloop van deze bijeenkomst gaat u naar huis met praktische inzichten die u direct in de praktijk kunt brengen.
Dit programma wordt inmiddels met succes toegepast bij o.a.:
TATA Steel
Stork
SPIE
World Class Maintenance
Culture is everywhere we look, and (perhaps more importantly) everywhere we don’t look. It informs our work, our purchases, our usage, our expectations, our comfort, and our communications (indeed, if you aren’t familiar with a specific geographic and historical set of experiences, the presumably clever title for this talk will instead be perhaps bland). In this presentation, Steve will explore the ways we can experience, observe, and understand diverse cultures to foster successful collaborations, usable products, and desirable experiences.
Are you seeking culture change? Need to transform toxic habits keeping your change or business effort stuck? This complimentary Culture Toolkit Sampler outlines 4 stages to transform culture, retain great people, align teams, and lead change.
Presentation to an MBA class on innovation at UC Berkeley's Haas School of Business. Discusses some of the challenges with innovation facing many companies today, and methods and approaches for dealing with them, making innovation more consistently effective.
‘Being able to work in a global environment’, is a phrase that is now etched onto the job descriptions
of most marketers and enshrined in today’s strategy documents. Whether that’s a reality or an aspiration - either way it’s something that requires constant work and evaluation. In this article I’m going to share some of my recent thoughts and experiences.
Here are my seven suggested areas that you should evaluate:
1. Nation Branding and National Identity
2. Cultural Ethnicity and Religion
3. Innovation and Creativity
4. Education and Training
5. Balancing Standardization and Localization
6. Networks and Channel partners
7. Multi-layered messaging
In this talk, I have discussed the issues around the need to recognize the business problem being solved, how to identify that, etc. rather than only focusing on the tech.
In this talk for the students of IIM Udaipur, I have discussed how AI as technology needs to deliver business value in order for AI as a discipline to be seen as relevant to business. I have also spoken briefly about my own research work.
What is #ThoughtLeadership? Is it mindless self-promotion, or is it more like some fancy management fad? Is it more like your social media presence, or sharing stories? What is the real deal here? In this talk, I have shared some ideas from others, and also some of my own learning over the years. Hope you find the answers you were looking for...
How does one go about blogging? Or, why to even blog in the first place? In this talk, I have shared some of my key learning over last 15 years of blogging
I delivered this guest lecture for the marketing team of Corteva Agriscience undergoing an executive program at ISB, Hyderabad. I have explained what is digital business model innovation, and how it could apply to agrobusinesses.
25 Years of Evolution of Software Product Management: A practitioner's perspe...Tathagat Varma
How has the role and function of product management evolved over the years? In this talk, I have shared my notes from my personal journey over the last 25 years.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
8. But…we are IT…and we
are different!
Not quite…let’s see some more
examples…
9. Intuit Quicken,
1993-94
Quicken was #1 tax and accounting software in the US. It
was followed by successful expansion into Canada and UK.
In 1993-94, it was launched in Japan, Mexico, South
America, and several European countries
After the initial press, etc., the product tanked! It was
simply the language translation of the American product,
and the the users didn’t like the product!
It wasn’t an execution problem. The product was simply
based on “what we had in US” and had no international
context.
10. Walmart Germany,
1997-98
Walmart acquired two companies, Wertkauf and Interspar.
Precise reasons are still argued, but most agree that culture
played a big role in US $1 Billion losses!
Some internal practices and management styles did not fit
the German workforce, such as
Chanting the company name every morning
The autocratic nature of management
Encouragement of spying on co-workers and
Dismissive attitude to employees
11. Target Canada,
2013-15
Entered Canada in 2013 by buying 220 leases of Zellers, a
defunct discount chain.
After realising that stores won’t be profitable until 2021, it shut
down 133 stores in 2015. Laid off 17,000 and wrote off over US$
7 Billion.
Canadians had similar lifestyle as Americans, but very different
behaviors!
Other examples from retail: Tesco’s Fresh & Easy stores in the
U.S. went bankrupt; Best Buy closed its stores in the UK after
less than two years; Wal-Mart pulled out of Germany and South
Korea; and Carrefour left Algeria and Thailand.
12. Mergers & Acquisitions
83% fail to create a sustainable competitive advantage
(Wharton)
66% fail to add shareholder value (Harvard)
60% destroy company value (Deloitte)
91% mergers fail due to culture shock (Hay, 2007)
“Intercultural dissoance” is a major indicator of why
international M&As fail
Examples: New York Central and Pennsylvania Railroad (1968),
Daimler and Chrysler (1990s), Novell and Wordperfect (1994),
AOL and Time Warner (2000), Sprint and Nextel (2008),
13. What do all these
examples tell us?
Despite similar appearances, we are all
wired differently!
What works here might quite possibly not
work elsewhere.
Adapting to the other cultures might be
key to operate better.
14. So, what is Culture?
A nation’s culture resides in the hearts and in
the soul of its people. Mahatma Gandhi
The way we do things around here. Marvin
Bower
Culture eats strategy for breakfast. Peter
Drucker
The thing I have learned at IBM is that culture
is everything. Louis Gerstner
15. Edger Schein’s Levels of
Culture
Artifacts
Espoused Beliefs
and Values
Underlying
Assumptions
Visible organisational structures and
processes (hard to decipher)
Strategies, goals, philosophies
(espoused justifications)
Unconscious, taken-for-granted beliefs,
perceptions, thoughts and feelings…
(ultimate source of values and action)
16. Hofstede’s Dimensions of
National Culture
Professor Geert Hofstede conducted one of the most comprehensive
studies of how values in the workplace are influenced by culture. He
defines culture as “the collective programming of the mind
distinguishing the members of one group or category of people from
others”.
Power Distance Index (PDI)
Individualism vs. Collectivism (IDV)
Masculanity vs. Feminity (MAS)
Uncertainty Avoidance Index (UAI)
Long-Term Orientation vs. Short-Tern Normative Orientation (LTO)
Indulgence vs. Restraint (IND)
18. Hofstede’s Dimensions of
Organisational Culture
Organisational Culture is defined as the way in which members of an
organisation relate to each other, their work and the outside world in
comparison to other organisations. It can enable or hinder an organisation's
strategy.
Means-oriented vs Goals-oriented
Internally-driven vs Externally-driven
Easygoing work discipline vs. Strict work discipline
Local vs. Professional
Open system vs. Closed system
Employee-oriented vs. Work-oriented
Degree of acceptance of leadership style
Degree of identification with your organisation
19. Cultural Agility?
The ability to understand multiple local
contexts and work within them to obtain
consistent business results. Financial
Times
The mega-competency which enables
professionals to perform successfully in
cross-cultural situations. Dr. Paula
Caliguiri
20. Why Cultural Agility?
For today’s global organisations, cultural
agility is the new competitive edge. Financial
Times
Culturally agile professionals succeed in
contexts where the successful outcome of
their jobs, roles, positions, or tasks depends
on dealing with an unfamiliar set of cultural
norms—or multiple sets of them. Dr. Paula
Caliguiri
22. How people become
culturally agile?
Culturally agile professionals achieve success in multicultural,
international, and cross-cultural situations by leveraging three
different cultural responses. Dr. Paula Cailguiri
Cultural Adaptation: adaptation of one’e behaviour to the norms of
the context
Cultural Minimization: supersede the cultural expectations of
others by one’s own cultural norms
Cultural Integration: finding a compromise is important and well
worth the effort
Successful professionals are adept at toggling between them.
23. Cultural Agility
Competency Framework
Competencies affecting Behavioral
Responses
Cultural Minimization
Cultural Adaptation
Cultural Integration
Competencies affecting
Individuals’ Psychological Ease
Cross-Culturally
Tolerance of Ambiguity
Appropriate Self-Efficacy
Cultural Curiosity and Desire to
Learn
Competencies affecting
Individuals’ Cross-Cultural
Interactions
Valuing Diversity
Ability to form Relationships
Perspective-taking
Competencies affecting Decisions
in a Cross-Cultural Context
Knowledge and Integration of
Cross-Cultural Issues
Receptivity to Adopting Diverse
Ideas
Divergent Thinkng and Creativity
24. How to build it?
…often includes making structural changes as
an organisation moves from active operations
in a few countries to multiple continents. This
brings about diversity of experience and
thinking and this usually results in better
business decisions. Financial Times
Cultural agility is a practice, not an
achievement, and building it is a process, not
an event. Dr. Paula Cailguiri
25. Cultural Agility for IT
Teams?
Agile Manifesto provides one path to agility for software
teams.
Agile methods are largely “culture-neutral”. This could be
utopian at best, and a daily chaos at worst.
A “horses for courses” approach is much better than a “one
size fit all” one!
However, applying agile principles with a cultural context
could amplify the results.
26. Some situations…
Face-to-face communication is best? Think again in multi-cultural
context
A team where power distance is high might have challenges
accepting the notion of leaderless teams
People who look for instructions might face challenges in cultures
that value individualism
Team members from very high and very low long-term orientation
working together might have conflicts
A customer comfortable with high uncertainty avoidance working
with a team with low uncertainty avoidance
27. Recap
Culture is the collective mindset of a social group. While it provides a “way” for a group
to survive and grow, it could also become its weakness, especially if is too rigid to
adapt to new situations.
Cultures that treat people as mere machine parts and adopt a one-size approach
eventually perish, or the people desert them. However, cultures that continuously adapt
not only survive, but even prosper and thrive.
Cultural Agility is a people-first mindset that unconditionally respects people as equals
first and foremost, and always. It is nurtured by being open to different cultures
without being judgmental.
While agile methods provide great framework for solving problems, they are “culture-
neutral”. Unfortunately, processes are never agile. However, people almost always are!
A team can significantly improve its problem-solving abilities and its business
outcomes by acquiring the mindset of cultural agility and focusing on adapting the
solutions per the context.