GLOBAL OUTREACH AND

CULTURAL SENSITIVITY

The Moody’s Corporation began as a New York based credit ratings company.

Today, Moody’s is a global powerhouse for credit ratings, economic research and analytical tools.

Moody’s CEO Ray McDaniel attributes this success to their expansion in many underdeveloped nations since his start in 1987…

…and to acknowledging the different needs of different markets worldwide.

For Moody’s, cultural sensitivity is a top priority.

That’s why Moody’s cares about the effect they have on global business.

They know that each country does business differently.

“Moody’s offers sophisticated risk-management software,” says CEO Ray McDaniel, “but some markets aren’t mature enough to demand that software.”

Instead, these burgeoning markets may be interested in things like credit training and risk-management training.

Moody’s offers extensive bond ratings, tracking debt on 10,000 corporate issuers and 22,000 public finance issuers.

Yet Moody’s sees no point in offering bond ratings to countries that offer very little to no bonds at all.

So how does Moody’s make these decisions?

Through human interaction.

Moody’s has a culture that provokes debate and encourages disagreement among a wide range of people with diverse points of view.

That’s why Moody’s ratings, credit evaluations and risk assessments are discussed by a committee of analysts to determine what works for each individual client and community.

For every meeting, the most cogent argument is brought to a vote, no matter who’s idea it was. Job titles don’t matter – only well thought out reasoning and analytics.

Moody’s hard work and team effort are why countries around the world are getting the services they need.

And employees are given the opportunity to move forward and have their ideas heard.

“People see that they get paid on the quality of what they think and put their own views on the table,” says Moody’s CEO Ray McDaniel.

That kind of interaction is what keeps Moody’s Corporation, and their employees, at the top.