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‘Crossing the Bosphurus ’. A culture based approach to Organisational Resilience. Boğaç Özgen GyroFalco Ltd . Email: Bogac.Ozgen@GyroFalco.com. UK National Security Strategy, 2010. …

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crossing the bosphurus

‘Crossing the Bosphurus’

A culture based approach to Organisational Resilience

slide2

Boğaç Özgen

GyroFalco Ltd.

Email: Bogac.Ozgen@GyroFalco.com

uk national security strategy 2010
UK National Security Strategy, 2010

Britain today is both more secure and more vulnerable than in most of her long history. More secure, in the sense that we do not currently face, as we have so often in our past, a conventional threat of attack on our territory by a hostile power. But more vulnerable, because we are one of the most open societies, in a world that is more networked than ever before.

in our interconnected world
In our interconnected world

what Britain needs is

“Business / Organisational resilience”

organisational resilience
Organisational Resilience

Align the culture throughout the

Supply chain

different perspectives
Different perspectives
  • Japanese say about Germans
  • Germans:
  • Have sense of humour
  • Do take risks
  • Are relaxed
  • etc.
  • Mexicans say about Germans
  • Germans:
  • Don’t have sense of humour
  • Don’t take risk
  • Are not relaxed
  • etc.
organisational resilience1
Organisational Resilience

What is resilience?

Oxford Dictionary:

“the ability of a substance or object to spring back into shape; elasticity”

In our real world:

“the ability to adapt to changing environment”*

* Changing environment includes sudden changes too, i.e. disasters, crisis, etc.

slide9

Is there anybody in this room who works in an organization which provides products / services which didn’t change in the last:

  • 1 day
  • 1 month
  • 6 months
  • 1 year
slide10

Our environment changes…

Can we change in the same direction as our environment changes?

resilience in business
Resilience in business
  • Facilities
  • Infrastructure
  • Technology
  • Information
  • Financial resources
  • Supplies
  • Suppliers
  • etc.

and

  • People

We can change fairly easily

  • We can change if we have
  • Effective communication
  • Cultural alignment
slide13

Do we understand

each other

correctly?

  • Japanese say about Germans
  • Germans:
  • Have sense of humour
  • Do take risks
  • Are relaxed
  • etc.
  • Mexicans say about Germans
  • Germans:
  • Don’t have sense of humour
  • Don’t take risk
  • Are not relaxed
  • etc.
classification of cultures
Classification of Cultures

Let’s classify cultures to help you to identify

“What to say“ and “How to say”

to improve resilience in your organisation

cultures from different perspectives
Cultures from different perspectives

2 different types of classification of cultures are discussed:

  • Emotion based
  • Context based
cultures from different perspectives1
Cultures from different perspectives
  • Emotionbased classification :
      • Shame vs. Guilt
  • Context based classification
      • High context vs. Low context
which culture is it
Which culture is it?

High context & Shame = Eastern = Collectivist

Low context & Guilt = Western = Individualistic

what to do for cultural alignment
What to do for cultural alignment
  • Embrace differences
  • Create effective communication lines
  • Carry out workshops, trainings and exercises along with a programme
  • Give responsibility and guidance together
  • Praise people
high context shame cultures
High context, shame cultures

What to say:

  • The greater good behind the activities
  • What it means to the company, to families and all other people
  • Encourage people

How to say:

  • Be a “Leader”
  • Don't be very modest
  • Look smart
  • Involve mostly the influential people directly but don’t ignore the others
low context guilt cultures
Low context, guilt cultures

What to say:

  • Explain the process
  • Discuss the outputs and the outcome
  • Create a consensus
  • Encourage people

How to say:

  • Lead people
  • Be modest
  • Look like yourself
  • Involve other people in the beginning
cultural alignment you can do it
Cultural alignment – You can do it!

You will think the same if you do the same

Achieving together

conclusion
Conclusion
  • Analyse the culture of your supply chain colleagues
  • Create effective communication lines to achieve consensus
  • Engage with them
  • Provide training and exercising opportunities
  • Always seek for feedback, either directly or indirectly so you can adapt yourself
thank you
Thank you!

Bogac Ozgen, GyroFalco Ltd.

Bogac.Ozgen@GyroFalco.com

Colin Ive, Codrim Ltd.

colin.ive@codrim.com