Cross Cultural Analysis

Cross Cultural Analysis

We regularly run sessions for organisations who have either picked up new trading partners from a different nationality, or are in post M&A situations when two companies from different nationalities merge to create a new entity.

Recently, I worked with ten  HR Directors of Russian Energy companies to help them understand how we create a new corporate entity using our knowledge and research in cross border cultural dynamics. What follows is an outline of the sessions we run.

Cross Border National Cultures

We spend a great deal of time working through the our model of National and corporate cultures based on the work of people such as Schein,  Hofstede, Hall, Lewis and Fon Trompenaar's Models of Organisational and National Culture. 

Before attending the sessions we invest in preparation and suggest it would be a good idea for delegates to collect data and then use this as a vehicle to talk through the key cultural issues that managers and staff may feel lead to confusion and ambiguity in terms of national customers and behaviours. 

Manage Uncertainty

It is obvious that our effectiveness in our role will be determined not just by our technical capability and credibility, but also ‘sensory acuity’,that is, our ability to read other people and adapt to their perceptions.  Central to reading others is understanding the National culture from which they emanate.  In order to develop a vibrant session we like to prepare the delegates for the event.  For instance this example is taken from an American company which was purchased by an Italian business but with operations in the following countries; Italy, Germany, France, Britain, the USA, Canada, Australia, Russia and Brazil.

·        What are your perceptions of the top five dominant characteristics that are reflected in how people do business in each of these countries?  If you don’t have direct experience we are sure you will know others who do – so please talk with them.

·        Knowing in advance who we have to persuade and impress is the cornerstone of success.  What personal characteristics do you believe we need to consider for each of the Nationalities above?

·        How would you proceed to run a meeting when you present to the staff in each of the countries?

·        Where do you predict there may be areas of conflict between the Nationalities?

·        What would be your personal and your business plan to have most impact both in ‘one to one’ and ‘group presentations’?

Organisational Culture

We also understand that every business demonstrates a way of doing thing – referred to as the Business Culture.  What are your perceptions of our current culture and how does it differ from the organisations that you interact with in your professional work.  Knowing that you have to operate within the new entity – what potential conflicts do you foresee having to resolve in your new role?

·        How do the cultures of the businesses differ?

·        What aspects of the new culture can you use to add power to your role in the business?