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M. PONZI KAY

Alignment within a Global Corporate Culture

Culture-just wordsCulture-just words

Sense of Urgency Lean & MeanQuality Driven

Entitlement Fun! Up or OutStar Driven HierarchalPaternalistic Collaborative Cut Throat

Entrepreneurial ConservativeRisk Taking Cost Driven

InnovativeConsensus Building Process Driven

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Corporate and National CulturesCorporate and National Cultures

Why is culture so important? Why is culture so important?

First impressions count!◦People carry the memory of those

impressions throughout your career.You need to ‘hit the ground

running’- to be effective from the very start!

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Cultural RelevanceCultural Relevance

“67% of…respondents point to ‘cultural integration’ as the most important people issue and the most critical success factor in an M&A transaction-more than, for example, business process integration”.

The Economist Intelligence Unit (white paper)

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How do they How do they intersect?intersect?Domestic

Diversity◦ Multicultural

Sensitivity◦ Dealing with

“isms”◦ Supporting

“inclusively”◦ Serving the

underserved

Internationalization◦ Multicultural

Sensitivity◦ Exposure/learning◦ Dealing w/

Globalization Economy People/cultures Environment Security

◦ Interdependence

InternationalismInternationalismGlobal vision/identityUnity and diversity of human kindUniversal rightsGlobalization/interdependenceInternational cooperationDevelopment of world-mindednessIntergenerational ResponsibilityProcesses of development

MulticulturalismMulticulturalismTheory and practice that

promotes the peaceful coexistence of multiple races, ethnicities, and cultures in a given society, celebrating and sustaining language diversity, religious diversity, and social equity.

What is Multiculturalism, What is Multiculturalism, or interculturalism?or interculturalism?

Understanding one’s culture

Understanding one’s self

Oppressive behaviors

Cultural differencesBecoming

comfortable with alternative cultures

DiversityCivil rights/EEO

Impact of culture on social issues

Recognizing stereotypes and biases

Valuing differencesUnderstanding

one’s place in the world or how others see you

Pluralistic life

• Achievement: individual or collective?

• Environment: process or outcome focus?

• Perspective: tradition or innovation?

• Power: shared or retained?

• Risk: risk taking or risk avoiding?

Behavioral Drivers to Achieve Behavioral Drivers to Achieve OutcomesOutcomes

Workplace NormsWorkplace NormsAttitude towards uncertainty-how

does the culture feel about change?

Attitude towards work-what motivates people to work?

Key to productivity-what behaviors valued in workplace?

Source of Status – how do people come by rank?

The 4 building blocks:The 4 building blocks:

1. Concept of self: individual or collective

2. Personal vs. societal responsibility: universalistic or particularistic

3. Concept of time: monochronic or polychronic

4. Locus of control: internal or external

Stages of AwarenessStages of Awareness

1. Unconscious incompetence (blissful ignorance)

2. Conscious incompetence (troubling ignorance)

3. Conscious competence (deliberate sensitivity)

4. Unconscious competence (spontaneous sensitivity)

Perception of TimePerception of Time

MonochronicTime is a

commodityTime is

quantifiableTime is the

given, people are variable

Interruptions are a nuisance

PolychronicTime is limitlessTime is tool of

peopleSchedules and

deadlines changeCircumstances are

taken into accountThere are no

interruptions

Societal ResponsibilitySocietal Responsibility

UniversalistAbsolutes applyTreat everyone

alike is fairPut personal

feelings asideObjective

outlook

ParticularistCircumstances

applyEach situation

differentFamily/ ‘ingroup’

treated bestExceptions are

always made for certain people

Cause and EffectCause and EffectBehavior is the direct result of what

people assume, value or believe inA person from different values and

beliefs will behave differently from you

Behavior means what we decide it means

We cannot be quick to judge someone’s behavior, at least not from our own point of view…

Communication TipsCommunication Tips

Safer to describe behavior rather than interpret it

Avoid interpreting behavior – counter to instinct

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Global Culture

“Over the last six years, the volume of world trade has risen by 50%, which has enormous consequences for many corporations. All of the companies I have worked with in the last 10 years, whether large or small, whether in the fields of engineering, IT, or pharmaceuticals, have greatly increased their international contact.”

Gwyneth Olofsson

When in Rome or Rio or Riyadh…

Global Corporate Culture?Global Corporate Culture?• Because we live in a global

economy, with companies and countries interdependent on one another for raw materials, finished goods, food products, services…if you are going to work for an international company, you need to understand their culture.

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Let’s understand the Let’s understand the basics…basics…

Culture is a dynamic process of solving human problems in the areas of:◦Human Nature◦Time◦Nature

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What is culture?What is culture?An organization’s culture is

defined as the aggregation of individual behaviors which make up how work gets done.*

*”The Impact of Culture in M&A”, Mercer HR Consulting

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PhysicalContact

Work ethic

Music

Pace of Life Language

Literature

Dress

Architecture

Food

Culture

Trans Cultural Trans Cultural Competence*Competence*

Whereas Managers make decisions on issues

High Performing International Managers reconcile dilemmas

The ability to reconcile these cultural dilemmas is known as Trans Cultural Competence*

*“The propensity to reconcile seemingly opposing values” (Fons Trompenaars)

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A Three Step Process…A Three Step Process…Recognition-increase awareness

of one’s own cultural perspectiveRespect-appreciate cultural

differencesReconciliation-resolve cultural

differences

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Non-verbal CommunicationsNon-verbal Communications

Personal SpaceTouchingEye contactHolding hands in publicMale/female displays of affectionUse of left handLoudness of speaking voiceShaking handsPointing soles of feet at othersThe ‘yes’ gesture with the head

Non-Verbal Non-Verbal CommunicationsCommunicationsBehaviors that exist in both

cultures-have same meaningBehaviors that exist in both

cultures-but have different meanings

Nonverbal behavior:◦With no meaning for both◦With no meaning for sender, but

meaning for receiver

The individual vs. the The individual vs. the teamteamDo we reward individual

performance through incentives or bonuses?

Or do we stimulate team cooperation through a team award?

RESULT: “Co-opetition”Reward the team for individual

creativityReward individuals for teamwork

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Cultural IntegrationCultural IntegrationThe process of integrating two or

more cultures into a cohesive whole

What are the steps to achieve this?

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Cultural Integration Cultural Integration ProcessProcess1. Build context and rationale2. Assess organizational behavior3. Develop integration hypothesis4. Determine behavioral drivers5. Measure and reinforce message

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Employee Engagement Employee Engagement CycleCycle

My Deal

Company Vision My Work

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Effective AlignmentEffective Alignment

1. Look at the big picture: understand what the company wants to accomplish

2. a.-ID audience/company needs, communications issuesb.-Set communications objectives for yourself

3. Develop key messages, targeted communication plan

4. Evaluate, obtain feedback: it’s ok to ask someone how you might be coming across…

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1. Context Assessment 2. Strategy

3. Implementation4. Reinforcement

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How do you align yourself ? By doing your global homework…

• Understand the employment philosophy

• Master the desired ‘behaviors’ in that culture

• ‘Unique Selling Proposition’ - what makes you special within that culture?

• Are there differences between geographies?

• What is the history of the organization?

• Understand the customer’s needs

• Understand the products

• Always demonstrate respect for individuals and their culture

Living the Brand: your personal brand

Passive Informe

d

“I understand the brand”

“I believe in trying to deliver the brand”

“I know what it takes to deliver the brand”

Engaged

Active Advocat

e

“I understand how I can contribute”

“I believe there are tools to help me deliver the brand”

“I know how to use tools from the company to deliver the brand”

“I understand I need to contribute”

“I believe I make a difference when I contribute”

“I take proactive steps to make a difference when I deliver the brand”

“I understand my role to deliver the brand”

“I am accountable for delivering the brand”

“I deliver the brand … andmake a difference … every day, every customer”

“I understand how to impact the brand and the company”

“I am passionate about the brand, and the company”

“I am the Brand”

Understand

Believe

Deliver

Learnings and Take-AwaysLearnings and Take-AwaysYou realize that you may see the world

differently than your colleaguesYou know your ‘truths’ are not the same for

allYou have ‘curiosity’ about the behaviors of

othersYou realize they may see you differently from

those of your own cultureYou accept that you may not always be

receiving the message that is being sent and vice versa

You are able to be comfortable with this multicultural world

So how does it come So how does it come together?together?You need to know yourself and your

cultureYou need to know the

company/country culture you’re looking to enter

You must do your researchYou must show respect, but most of

all…Be yourself! Your personal brand is

your most important asset

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