Intercultural management and organizational change

    Intercultural management is one of the most exciting challenges of our times. Companies and other organizations are increasingly internationally oriented, both in composition as well as in outlook. Even if you hardly ever leave the country, practically every team deals with, or harbors people from various backgrounds. Intercultural communication takes place continuously and the skill to negotiate across borders or the ability to manage diversity fruitfully and use it for innovation, creating synergy and possibly a competitive edge, are very valuable competencies.

    In the end, culture has a dominant influence on you and on all aspects of your company or organization:

    • Leadership and decisionmaking processes
    • Internal communication and information flow
    • Planning, performance and monitoring
    • Customer service and cliënt relationships
    • Motivation of personnel and HR policy
    • Marketing and branding
    • Negotiation
    • Etc.etc.

    As Peter Drücker mentioned: “Culture eats strategy for breakfast”. In other words: you may have an excellent strategy, but if the culture is not alligned with it, your strategy will be eaten away. Even worse, the full quote is “…for breakfast, lunch and diner.”

    Culture is to a large extent unconscious. It has developed since early childhood and has become so ‘logical’ that for many people it is hard to imagine how different basic assumptions influence all these aspects at the workplace.

    In other words, culture is complex and fascinating. To make it accessible and manageable, I’ve chosen to work mostly (but not only) with the 6D model of Prof. Hofstede. These dimensions of national culture are well researched, they stood the test of time and they are relatively easy to use, remember and keep at the back of your mind in the heat of the moment when you need them most.

    As a trainer and coach, it is my goal to lift my clients to such a level of cultural insight that they’ll be able to use it in various situation in the future. As a change facilitator, my point of departure is that change is best when it is co-created together with others. The 6D model provides for an excellent and neutral language to discuss sensitive and tacit issues.

    Apart from national culture, organisational culture is distinct, with different aspects and dimensions, laid down in a different model. Within Hofstede insights, therefore, we work especially with these two models:

    1. 6D model of national culture of Prof. Hofstede (to understand the cultures of countries and continents, translated into the logic and behaviour at the workplace)
    2. Multi Focus model of organisational culture (with a gab analysis between the strategically optimal and the current culture).

    Both models can and are often used separately. On top, within Hofstede Insights we offer the unique possibility to combine these models, in order to create a complete overview of the national and organizational cultures at play within your team(s) or organization.

    Seen in the light of my background and experience, my geographical field of expertise is made up of Europe and the emerging economies of Africa and the Middle East. Within Hofstede Insights I have direct contact with well qualified consultants from all over the world.

    For more information don’t hesitate to contact me and you will become inspired in one of the open training courses.

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