Management environments become increasingly international and cross-cultural. In addition to team members, superiors, colleagues, customers, business partners or shareholders likewise frequently come from different cultures. This leads to further dimensions in the dynamics of your environment. Often, an organisation over various time zones in separate locations (virtual cooperation) adds difficulties. This causes not only considerable costs and risks to fail in major projects. Global Leadership must cope increasing complexity..... How?
Not only insiders know:
Intercultural competence is the key to success in global business.
Youknow it yourself: Your management environment becomes increasingly international and cross-cultural.
In addition to team members, superiors, colleagues, customers, business partners or shareholders likewise frequently come from different cultures.
This leads to further dimensions in the dynamics of your environment. Often, an organisation over various time zones in separate locations (virtual cooperation) adds difficulties.
Here, intercultural competence in your environment is the decisive success factor!
Numerous studies prove: over 60 % of foreign assignments, over 50 % of international negotiations and over 70 % of international major mergers suffer “total damage” - and this not only causes considerable costs.
apart from direct costs, failed deployments cause considerable indirect costs and often result in strongly negative sentiments on part of those involved. The private sphere is affected just as much as business relations – partner, customers and employees abroad.
International negotiations combine all tension fields of cross-cultural interference situations. Cultures have developed their own negotiation styles, which imply distinct approaches.
Due to culture, communication can very easily lead to misinterpretations and incomprehension.
Due to this, talks often fail in spite of covert collective interests.
It varies from agreement over meditation and indecisiveness to lack of interest and rejection. Likewise, the use of silence is divergent; one can use it to prompt a change of speaker or stress what has been said without intending a reaction.
So there are different cultural notions regarding the meaning of silence.
Frequently, conflicts in such an environment are not recognised, interpreted wrongly or seem insolvable.Misunderstandings and energy exhausting arguments occur – resignation or even termination of work contracts often are the consequence.
Failed projects or significant cost increases are often found in such environments.
Numerous studies prove: Over 60 % of joint ventures and over 70 % of international mergers fail.
The greatest challenges are in the cultural differences; differences both in organisation culture and in national culture. Important aspects here are values, norms and communication styles.
The consequences of cultural aspects are enormously underestimated by most management teamsand mostly not identified.
Mergers and jointventures:
A transaction success begins in the run-up.
“Cultural Due Diligence” gives you a basis for evaluating the success chances previous to a transaction and a helpful support during implementation. The “Cultural Due Diligence” assist you in finding the recipe!
Be it a merger in France, acquisition in Germany or virtual cooperation with Western Europeans. Find out more about different work and management styles!
Plan, design, communicate and lead international projects and schemes appropriate to your cultural environment!
Form a team out of an multicultural group, use different potentials and employ them better. High performance teams develop theirown culture. You can initiate, steer and accelerate this high performance processand you and your team can achieve exceptional success in your cross-cultural environment.
A proper culture-adequate communication with market participants is crucial for success.
You can use a culture-specific map of your target region.
Whether Shareholder from the Middle East or being project manager in Dubai.
You can prepare yourself in a targeted manner for the cooperation and assess in better detail the culture-specific values, codes of conduct and prevalent behaviour!
Probably you know typical situations in negotiating with business partners from Canada or the United States. You can use well-proven practical strategiesfor a more conducive cooperation or solving of conflicts.
Foreign assignment in Italy? Cooperation with colleagues in the Spanish Shared Service Centre? Practice to interpret typical non-verbal communication behaviour and learn to know the peculiarities of written communication.
Learn about culture-specific listening techniques and the typical etiquette of private and business contexts.
Develop new views and learn to know the “customs” in the economic, political and business environment. Learn to master suddenly occurring conflict situations in a culture-adequate manner and to assess the challenges you personally will be facing more clearly.
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