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Fons Trompenaars . Riding the Waves of Culture. Understanding Cultural Diversity in Business. Valencia 10 th April 2008 . The old MBA paradigm. We know this right?. Lets now do it with one line. The new MBA paradigm: with ONE line. The new MBA paradigm. The new MBA paradigm.

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fons trompenaars
Fons Trompenaars

Riding the Waves of Culture

Understanding Cultural Diversity in Business

Valencia 10th April 2008

we know this right
We know this right?

Lets now do it with one line.

core proposition
Core Proposition

“Successful leaders have the propensity and competence to help organizations and its teams reconcile dilemmas for better sustainable business performance”

this approach leads to concrete and measurable actions
This approach leads to concrete and measurable actions…

Realize and Root

Implement Reconciling Actions

Impact

Reconcile

Resolve Cultural Differences

Respect

Appreciate Cultural Differences

Recognize

Increase Awareness

Time

approaching dilemmas navigating strategic tensions
Approaching Dilemmas: Navigating Strategic Tensions

To Create Wealth is to Combine

Values that are not easily joined…

Therefore scarce...

Therefore profitable….

slide12
Our research reveals that propensity to reconcile dilemmas correlates with bottom line business performance

Source: 21 Leaders for the 21st Century p429

what is culture
What is Culture?

Please define culture

a model of culture

Explicit

Culture

Implicit

Culture

A model of Culture
about culture
About Culture

Is a dynamic process of solving human problems/dilemmas in the areas of…

- Human Relationships

- Time

- Nature

01 the car accident
01/ The Car Accident

What happens to your friend?

01 what right has your friend
01/ What Right has Your Friend?

A. My friend has a definite right as a friend to expect me to testify to the lower figure.

B. He has some right as a friend to expect me to testify to the lower figure.

C. He has no right as a friend to expect me to testify to the lower figure.

01 dilemma
01/ Dilemma:

INTEGRITY

  • The top 2 of your corporate values are:
  • Integrity
  • We respect the cultures of others
  • Please discuss in the context of these values what your answer would be…
slide19

Universalism versus Particularism Individualism versus Communitarianism Neutral versus AffectiveSpecific versus DiffuseAchievement versus AscriptionSequential versus SynchronicInternal versus External Control

01

02

03

04

05

06

07

01 universalism vs particularism
01/ Universalism vs Particularism
  • Consistency
  • Systems, standards & rules
  • Uniform procedures
  • Demand clarity
  • Flexibility
  • Pragmatic
  • Make exceptions
  • “It depends”
  • At ease with ambiguity
01 universalism
01/ Universalism

Friend has no/some right and would not help

01 dilemma23
01/ Dilemma:

Globalism and Localism

Global Standards (Critical Mass)

Cultural Diversity

(Differing solutions)

01 globalize and localism

X(10,10)

“Be like US”

Small Nations

Multi-Localism

01/ Globalize and Localism

Global Standards (Critical Mass)

Transnational Centers of Excellence

Cultural Diversity (Differing solutions)

01 main challenges
01/ Main Challenges

1. Mass-Customization

2. Co-Opetition

3. It is Cool to be Emotional

4. Moments of Truth

5. Servant Leader

6. Just In Time Synchronizing Sequences

7. Pushing through the Pull

slide26

Universalism versus Particularism Individualism versus Communitarianism Neutral versus AffectiveSpecific versus DiffuseAchievement versus AscriptionSequential versus SynchronicInternal versus External Control

01

02

03

04

05

06

07

02 individualism versus communitarianism
02/ Individualism versus Communitarianism

a) One said: ‘It is obvious that if one has as much freedom as possible and the maximum opportunity to develop oneself, the quality of one’s life would improve as a result.’

b) Another said: ‘If the individual is continuously

taking care of his or her fellows then the

quality of life for us all will improve, even

if it obstructs individual freedom and

individual development.’

02 individualism
02/ Individualism

Percentage opting for Individual Freedom

02 dilemma reconciliation

Reward

Individual

Performance

Stimulate

Team

Co-operation

02/ Dilemma Reconciliation

The Individual and the Team

02 dilemma reconciliation30

(1,10)Me, Myself and Withholding Information

02/ Dilemma Reconciliation

The Individual and the Team

Individual Motivation

Team Motivation

02 dilemma reconciliation31

Team Mediocrity

02/ Dilemma Reconciliation

The Individual and the Team

Individual Motivation

Team Motivation

02 dilemma reconciliation32

(5,5) Go for the Small team

02/ Dilemma Reconciliation

The Individual and the Team

Individual Motivation

Team Motivation

02 dilemma reconciliation33

(10,10)

02/ Dilemma Reconciliation

The Individual and the Team

Individual Motivation

Reward Teams for Individual Creativity ANDReward Individuals for Team Work

Team Motivation

02 main challenges
02/ Main Challenges

1. Mass-Customization

2. Co-Opetition

3. It is Cool to be Emotional

4. Moments of Truth

5. Servant Leader

6. Just In Time Synchronizing Sequences

7. Pushing through the Pull

slide35

Universalism versus Particularism Individualism versus CommunitarianismNeutral versus AffectiveSpecific versus DiffuseAchievement versus AscriptionSequential versus SynchronicInternal versus External Control

01

02

03

04

05

06

07

03 neutral versus affective
03/ Neutral versus Affective

In my society, it is considered unprofessional to express emotions overtly.

Please select your position on the statement above:

a) Strongly agree

b) Agree

c) Be undecided

d) Disagree

e) Strongly disagree

03 neutral versus affective37
03/ Neutral versus Affective

Percentage not expressing emotions overtly

03 neutral versus affective38
03/ Neutral versus Affective

Myers Briggs Type Indicator (MBTI)

DILEMMA

How to select the Right Person?

Myers Briggs Type Indicator (MBTI)

03 neutral versus affective39
03/ Neutral versus Affective

Emotions in Control

03 neutral versus affective40
03/ Neutral versus Affective

Emotions in Control

03 neutral versus affective41

Analysis,

Paralysis

(1,10)

03/ Neutral versus Affective

Emotions in Control

Head in Control

Heart in Passion

03 neutral

(10,1)

Loving Neurotic

03/ Neutral

Emotions in Control

Head in Control

Heart in Passion

03 neutral43

(10,10)

03/ Neutral

Emotions in Control

Head in Control

Continually checking what your heart communicates

Heart in Passion

03 main challenges
03/ Main Challenges

1. Mass-Customization

2. Co-Opetition

3. It is Cool to be Emotional

4. Moments of Truth

5. Servant Leader

6. Just In Time Synchronizing Sequences

7. Pushing through the Pull

slide45

Universalism versus Particularism Individualism versus Communitarianism Neutral versus AffectiveSpecific versus DiffuseAchievement versus AscriptionSequential versus SynchronicInternal versus External Control

01

02

03

04

05

06

07

04 specific versus diffuse47
04/ Specific versus Diffuse

PUBLIC

PUBLIC

  • Specific Relationship
04 specific versus diffuse50
04/ Specific versus Diffuse

PRIVATE

PRIVATE

  • Diffuse Relationship
04 encounter specific and diffuse
04/ Encounter Specific and Diffuse

PUBLIC

PRIVATE

PRIVATE

Danger Zone

04 specificity
04/ Specificity

A boss asking to paint his house

The colleague argues:

You don’t have to paint the house if you don’t feel like it. He is your boss in the company. Outside the company, he has little authority

The subordinate argues:

Despite the fact that I don’t feel like it, I will paint the house anyway. He is my boss and you cannot ignore it outside your work either.

04 specificity53
04/ Specificity

Would not paint the house

slide54

Specific Financial Performance

Diffuse Development of People

From the Balanced to the Integrated Score Card

slide55

Cost cutting yourself

Subsidised seminar

From the Balanced to the Integrated Score Card

Integrated growth:

Train for Cost Cutting

Specific financial performance

Interests in future innovating and learning

04 main challenges
04/ Main Challenges

1. Mass-Customization

2. Co-Opetition

3. It is Cool to be Emotional

4. Moments of Truth

5. Servant Leader

6. Just In Time Synchronizing Sequences

7. Pushing through the Pull

slide57

Universalism versus Particularism Individualism versus Communitarianism Neutral versus AffectiveSpecific versus DiffuseAchievement versus AscriptionSequential versus SynchronicInternal versus External Control

01

02

03

04

05

06

07

05 achievement versus ascription59
05/ Achievement versus Ascription
  • Family
  • Age
  • Gender
  • Education
05 achievement versus ascription60
05/ Achievement versus Ascription

‘The most important thing in life is to act as really suits you, even if you don’t get things done’

05 achievement versus ascription61
05/ Achievement versus Ascription

Percentage not agreeing with acting as really suits you

05 achievement versus ascription62
05/ Achievement versus Ascription

Performance Status

The Servant Leader

Lost democratic leadership

Follow the Leader

Attributed status by seniority or role

05 main challenges
05/ Main Challenges

1. Mass-Customization

2. Co-Opetition

3. It is Cool to be Emotional

4. Moments of Truth

5. Servant Leader

6. Just In Time Synchronizing Sequences

7. Pushing through the Pull

slide65

Universalism versus Particularism Individualism versus Communitarianism Neutral versus AffectiveSpecific versus DiffuseAchievement versus AscriptionSequential versus SynchronicInternal versus External Control

01

02

03

04

05

06

07

06 time orientation
06/ Time Orientation

Think of the past, present and future as being in the shape of circles. Please draw three circles representing past, present and future. Arrange these circles in any way you want that best shows how you feel about the relationship of the past, present and the future. You may use different size circles.

06 time orientation67
06/ Time Orientation

Sequential versus Synchronic

1.45

3.00

Sequential

Synchronic

1.45 - 2.00

3.00 - 3.15

06 time orientation68
06/ Time Orientation

Sequential versus Synchronic

JUST IN TIME

06 main challenges
06/ Main Challenges

1. Mass-Customization

2. Co-Opetition

3. It is Cool to be Emotional

4. Moments of Truth

5. Servant Leader

6. Just In Time Synchronizing Sequences

7. Pushing through the Pull

slide70

Universalism versus Particularism Individualism versus Communitarianism Neutral versus AffectiveSpecific versus DiffuseAchievement versus AscriptionSequential versus SynchronicInternal versus External Control

01

02

03

04

05

06

07

07 internal versus external control

External Control

Nature as an organism

Subjugation to nature

Internal Control

Nature as a mechanism

Dominance over nature

07/ Internal versus External Control
07 internal versus external control72
07/ Internal versus External Control

A. What happens to me is my own doing.

B. Sometimes I feel that I do not have enough control over the direction my life is taking.

07 internal versus external control73
07/ Internal versus External Control

What happens to me is my own doing

from the balanced to the integrated score card75

Outer directed increase

in customer satisfaction

Inner Directed Improvements in Business Processes

From the Balanced to the Integrated Score Card
slide76

Lean but mean

Customer’s creature

Integrated growth:

Pushing through the Pull

Inner directed improvements

Outer directed increase in customer satisfaction

07 main challenges
07/ Main Challenges

1. Mass-Customization

2. Co-Opetition

3. It is Cool to be Emotional

4. Moments of Truth

5. Servant Leader

6. Just In Time Synchronizing Sequences

7. Pushing through the Pull

dilemma theory resolving strategic issues
Dilemma Theory Resolving Strategic Issues

DILEMMA

(from the Greek meaning)

TWO-PROPOSITIONS IN (APPARENT) CONFLICT

thank you
Thank You !

To download this presentation:

Go to www.thtconsulting.com

Password = space2008

Fons Trompenaars

Valencia 10th April 2008