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Samenwerking tussen Yin en Jan
贤和扬之作
Collaboration between Yin and Jan
Hong Kong onterecht gezien als
“Easy Asia”

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Welkom!
Ilse Kerling
• 13 jaar Azië, waarvan 11.5 in Hong Kong
• 10 jaar bedrijfsleven in Azië, bedrijven en business units opgezet en regionale
teams geleid
Kerling Consulting
• Overbruggen cultuurverschillen tussen Westen en Azië door middel van
consultancy, workshops en lezingen
• Doel: vergroten en versnellen van succes Nederlandse bedrijven in Azië
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Waarom dit onderzoek?
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Where is the growth?
(source: McKinsey)
Over the next 15 years, 440 emergingmarket cities will generate nearly half of
global GDP growth and 40 percent of
global consumption growth
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Megapoles 2025
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Onderscheidende waardeproposities
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Vertalen zich niet altijd internationaal
Waar bedrijven ooit vanuit een outside
in strategie begonnen, vallen ze
internationaal in de valkuil om over te
gaan op inside out – zowel met
betrekking tot producten alsook
processen.
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Kerling Consulting’s visie
Hèt onderwerp de komende 20 jaar wordt het vinden van de
globale consument. Innovatie komt uit emerging markets, minder
uit HQ.
Bedrijven moeten genoeg ruimte geven voor lokale
entrepreneurship maar tegelijkertijd hun multinationale krachten
benutten. Dicteren maar vooral faciliteren.
De impact van cultuurverschillen worden onderschat.
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Study Background
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Study Background and Objectives
Asia Business Culture (ABC) is a collaboration between three companies that
identified a learning opportunity between Dutch and Hong Kong Chinese cultures:
More than three decades of combined experience
working with the Dutch and Hong Kong Chinese (in
Hong Kong and the Netherlands)
The ABC team sees an opportunity in practically
understanding cultural collaboration, specifically
focussing on the Dutch and Hong Kong Chinese cultures
Focussing on Hong Kong (HK) provides the opportunity
to study communication flows on multiple levels:
1. HK as a regional office and Global HQ
2. HK and other Asia Pacific offices
3. HK as a Greater China office and Chinese offices
4. Dutch and Hong Kong Chinese employees within
the HK office itself
Therefore, our key objective is to delve into the two working cultures and
emerge with an understanding of what drives collaborative success
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Study Objectives
Our key objective is to delve into the two working cultures and emerge with an
understanding of what drives collaborative success
Wanting to go beyond cultural theory, the ABC team's goals are to discover:
1. How the Dutch and Hong Kong Chinese cultures work together
2. The level of cultural awareness that exists
3. The potential scope for improvement
4. Existing best and worst practices
With this in mind our objectives and discussion guide cover the following:
Experience and
background of
individuals
Impressions of own
and other country’s
culture, strengths
and weaknesses
Perceptions of
company culture
Pathway to role /
Dutch company /
Hong Kong
Role of expatriate,
from positioning and
expectations
through to good
and bad examples
Relationships with
headquarters and
‘parent’ culture
Preparations,
coping methods,
support and
development
Problem solving
techniques to
overcome any
communication
differences
Breaking down the
cultures / failures/
problems /
difficulties
Building up the
cultures / synergies
/ successes
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Asia Business Culture (ABC) Company
Background
Experts in their fields, the ABC team each bring their respective strengths and
experiences to deliver combined quality
Radar Global
Business to Business and Customer Experience/Satisfaction Research
Specialist service provider across Asia Pacific, Middle East and Africa.
Experts at capturing and conveying high quality opinion, attitude,
awareness and outlook using breakthrough technology and people.
Kerling Consulting
Intercultural Training and Consultancy
Assists Multinationals in enhancing communication and teamwork
between Dutch and North-East Asian cultures. Experts in businessfocussed intercultural training that create understanding & respect.
Bulb Research
Bespoke International Qualitative and Quantitative Research
Supporting clients in strategic decisions through key insights and
knowledge of products, consumers and markets. Translating
knowledge across markets and cultures into tangible business results.
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Participating companies
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The Value and Importance of Culture
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Culture’s Valuable and Malleable Lens
Culture impacts how we view the world and those around us, and in turn how we are
viewed by others
Whilst individuals feel they understand
themselves and their culture, there tends to be
less awareness of how some traits may be
viewed by others and what consequences this
may hold
I’m not sure what they think. I guess Hong Kong people
would say that Dutch people are nice people.
Welcoming, friendly. That’s it really (NLM)
Inevitably, when two cultures come together
challenges present themselves for both parties
involved. But its those individuals that look to
building bridges that reap the greatest benefits
The advice I would give is try to understand the culture
and don’t try to change it. Try to learn about it and
accept that it’s a fundamentally different background
(NLM)
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Unfortunately, Cultural Differences are
Overlooked at the Broader Level
You live in a bit of a bubble outside the world, its
Asian but not Asian, its very comfortable (NLM)
Its really not that
different. Really easy
to adapt and
convenient (NLF)
If you can run a
business all over the
world then Hong
Kong can’t be that
difficult (NLM)
Hong Kong is a very easy environment to work in.
People are pretty straight forward as you go
through the process, you behave as you are
(NLM)
Don’t mistake Hong
Kong as easy Asia
and therefore not try
as hard to respect
the culture and the
differences (HKCF)
Be open to learning
and don’t use a ‘this
is all the same Asia’
brush. It’s like going
to France and
treating them as you
would the Germans
(HKCF)
They think they
understand Asia
because they have
lived in Asia before.
But not all Asia is the
same. And they
should come in
thinking I don’t know
anything about
Hong Kong. Let’s get
stuck into it together
(HKCM)
It’s still very Chinese
which I think people
forget (NLF)
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Most Importantly Culture is Overlooked and
Undervalued at a Corporate Level
Organisations
Underestimate
Travelling Individuals
Unprepared
A sentiment exists that there is
little to no support for cultural
differences
On the whole individuals feel they
were unprepared for their
international assignments
Practical elements tend to be in
place for those moving to Hong
Kong, but cultural intelligence
preparation and development
are missing
Any preparation tends to be
insufficient either being:
• Too theoretical
• At the wrong time
• By the wrong people
There is an expectation that
working with a foreigner requires
no cultural adjustment. This is
particularly significant for those
companies that have rotation
systems in existence
There is no support for you to deal with
cross-cultural communication. Staff
would need to learn about the
differences through experience
themselves (HKCF)
The only training was with an American
Chinese lady who commented on
getting a hair cut, a facial and wearing
high heels (NLF)
I’ve worked with Dutch people now for
14 years and I’ve had to learn through
trial and error. I can’t say I know them
completely yet (HKCM)
The company has offered courses to
expat colleagues who take on
international postings. But there isn’t
anything for us who deal with expats
(HKCF)
Local Team Wholly
Neglected
The largest deficiency seems to
be in preparation of any local
members
There was no preparation beforehand. I
guess they felt I didn’t need it (NLF)
Before I moved, I had a meeting in
Hong Kong and told everyone what I
wanted to see done. A colleague, who
lived here, informed me after that I had
made people feel seriously inadequate
by being so direct (NLM)
I had no idea about Dutch people…I
tried to get to know more once I joined
to learn about their life and how they
do business. No one told me. There was
no guide or person to guide me. So I
just went on the internet to get more
information (HKCF)
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Therefore, Coping Strategies Are Learnt
Through Informal Methods
Predominantly, informal methodologies are utilised with varying success:
Potential for Mistakes
Stereotyping
The colleagues would
say I'm European and
not Dutch - but then
we don't interact
enough for them to
know (NLF)
You learn this from
others when you
encounter problems
(NLM)
The internet was useful
but it was mostly clichés
– chocolate, clogs,
windmills (HKCF)
My perception of Dutch culture? Mostly
just things I heard from friends. They like
to follow rules and are efficient? (HKCM)
Word of Mouth
(friends,
colleagues)
Experience
With a lack of any formal preparation both
cultures fall back on stereotypes and word
of mouth. These methods can be
particularly dangerous as they often result
in inaccurate information and missed
opportunities for connection
Online Research
and Reading
Books
Trial and Error
Very natural learning
methods that bring success,
especially for the particularly
astute individuals. However,
they are also fraught with
mistakes (of all magnitudes)
I see a lot of foreign managers make mistakes
such as having their preconceived views about
Hong Kong staff and making decisions on this
information alone (NLF)
Observation
Rarely used methods that rely
heavily on personal interpretation
and application
Currently no method manages to
provide success without
dangerous pitfalls
Potential for Success
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Unfortunately, These Informal Methods Have
Mixed Results
I guess expats may be lost with
Cantonese and also wonder if the
locals are talking or gossiping
about them. Well I guess that,
because once I had a boss who
didn't allow the colleagues to
speak in Cantonese... the local
colleagues are not happy about
that (HKCM)
First management
meeting I asked “what
do you think?”. I stepped
into the biggest trap. I
got no response. Never
again (NLF)
They (Dutch) won’t change
themselves or their product to
please the market. They think their
product is so good and they don’t
want to change it or they don’t
assess the needs in Hong Kong. It
leads to so many missed chances
(HKCF)
When senior management came
the Hong Kong people were given
questions to ask so it wasn't
embarrassing. I guess it was more
polite to not cause embarrassment
(NLF)
If you find the right formula
you can make miracles
happen here. It’s a great
place to get things done and
move forward (NLM)
Hong Kong is almost like the
new America. It feels like
anything is possible (NLM)
You often see the Dutch business people, and they always come back very enthusiastically. They always
feel they have been successful. They’ve had lots of nice talks. But you won’t easily hear a no. It’s a weak
point of the Dutch in general is that we cannot translate the yes or no of other cultures. We find out one day
of course, when the deal doesn’t come through (NLM)
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The Balancing Act of Expatriates
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Pressure Exist to Delivery Quickly from Both
‘Parents’
Even for the most ‘prepared’ of Dutch expatriate workers, it seemingly takes a year
to get settled into Hong Kong, the role and to begin to add true value
Most can adapt in a year
or so (HKCM)
Proving Yourself
Dutch
Headquarters
Getting Settled
Pressure from
Headquarters for fast
results to prove
performance and to
justify the investment
(all felt to be within a
one year period)
Pressure to learn the
local complexities and
build relationships with
local staff, customers
and partners (taking
around one year)
HQ Pressure on Local Team
Hong Kong Culture Pressure
The pressure for a Dutch expatriate to
prove themselves is well known by the
Hong Kong team. This inadvertently
puts stress and concern on the local
team regarding forthcoming pressures
and potential changes
Its not possible to make an immediate
impact in Hong Kong. Relationship
building is crucial and takes time to
build up. This push and pull between
local time and HQ proof places great
pressure on Dutch expatriates
Local Hong
Kong Office
It took me about 12 months to
fully understand the Hong Kong
culture as well as the local
complexities of the job. Only
after a year did I feel confident
that I could set a strategy that
was on the mark (NLM)
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The Pressure of Pleasing HQ & Local
With the Dutch expatriate caught in between, there seems to be
much pressure on facilitating communications between the two
Dutch
Headquarters
I would tell HQ that you don't understand
Asia if you're not here (NLF)
It is very hard to explain to HQ. Sorry we have
xyz (Chinese festival or holiday) happening, so
we can’t get things done. But HQ don't care
about xyz (NLF)
Its important for Dutch people to come over to Asia.
If you don’t open it up then you become a bit of an
island within the organisation. The familiarity of HQ in
terms of what’s happening in Asia is not there and
you lose the contact (NLM)
Local Hong
Kong Office
They are so used to listening to the boss and
saying yes. So when a call comes in from HQ
they have the tendency to drop everything. I
have to step in and check if this is a priority
really (NLF)
HQ in general are extremely rude. Okay there is a cultural gap
and sometimes a language gap and you have Dutch people
being overpowering and direct. But I really regularly have to say
(to HQ) ‘do you know how offensive you are?’ (NLF)
In HQ they keenly consult all and reach a consensus but Hong Kong
people hate it . They just want a clear direction. Yes or no – you’re the
boss, you decide. So HQ communicates are difficult and they
struggle. They prefer to go through me as a bridge. The translator
between HQ and local (NLF)
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More feedback on HQ
The Dutch are very friendly
but distant; difficult to build a
relationship with. (HKCF)
Dutch
Headquarters
Personally, it is most important that there is not
so much politics. I really dislike it that people are
fighting with each other. So Dutch companies
are good because they are direct and open
(HKCM)
Our HQ is in Europe, all directions and decisions
are made there. They forget to communicate
those to the rest of the region because they
have more important things to do (NLF)
HQ is very Eurocentric. You want your day to day
work to add value to their work but they don't
understand Asia and you get the feeling they don't
want to understand it (HKCM)
Working in the Netherlands is a shock. You are
ignored most of the time. People behave like
individuals. It doesn’t fit with me (HKCM)
Local Hong
Kong Office
I had no idea that the company was so large.
When I visited the Netherlands, I saw the
company’s bank branches, ATM machines
and logo everywhere! (HKCF)
The office here is very different from the
Netherlands. Very entrepreneurial, very fast,
very customer orientated. They don’t like to
follow procedures. They just focus on getting
things done. Sometimes things go very
wrong, but sometimes very right (NLM)
At HQ, most employees are men, less women in
HQ office. However people are very respectful
despite the gender difference. (HKCF)
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Hulp nodig bij het versterken van de
samenwerking met Azië?
Neem contact op met dè Aziatische zakencultuur specialist:
Kerling Consulting
020 752 0721
info@kerlingconsulting.com
Ilse Kerling
06 4619 0513
ilse@kerlingconsulting.com
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Asia Business Culture
Maximising Your International Success
Through Effective Relationships