Don't Be a Cultural Knucklehead
2 Comments - Posted By Rob Millard In Culture , - Permalink -
Seth Godin points the way to an excellent posting on Pamela Slim's blog Escape from Cubicle Nation, titled How not to be a cultural knucklehead in a global business world. ESSENTIAL reading for those who operate internationally.
Some gems:
Be aware of the level of interpersonal formality in the society in which you are working. German professionals do not appreciate being introduced as "my mate Klaus" yet Australians find use of titles or even surnames pompous. In more formal cultures, use salutations rather than first names ("Dear Dr Schmidt" or "Dear Tanaka-san" (in Japan) rather than "Hey Klaus" or "Hi Jim") in emails.
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Positive Deviancy
1 Comments - Posted By Rob Millard In Culture , Innovation , Inter-Generational Issues , Strategic People Issues , , , - Permalink -
One of the worst things that can be said of any professional practicing in a professional service firm is "he/she doesn't fit in here." Career-wise, it's often a death blow. This is particularly true in the precision-based professions such as law and accounting (as opposed to creative/design professions, where deviancy is more tolerated and sometimes even encouraged.)
Herein lies a clue as to why these firms often experience such difficulty innovating or even changing. Probably without even realizing the impact of what they are doing, they positively stamp on anything or anyone that goes against the norm.
Continue ReadingRoots and Wings
0 Comments - Posted By Rob Millard In "Off the Wall" Insights , Culture , , - Permalink -
Frequent readers of this blog will know by now that I have a particular interest in differences in culture across different countries or social groups; the alignment of culture and strategy; and the proactive evolution of culture in professional service firms to support and drive strategy.
Here's a quick quiz that illustrates one of the key variables in culture, especially internationally e.g. between east and west. I'm sure that you'll find it fascinating.
Continue ReadingMeasuring and Describing a Firm's Culture
0 Comments - Posted By Rob Millard In Culture , - Permalink -
Does a firm's culture influence the likelihood of successful execution of its strategy?
You bet it does! Culture is an extremely important strategy driver.
Misalignment between what strategy needs and what the firm's culture supports or evens allows, is one of the most fundamental causes of breakdown in strategy execution.
This makes it critical to, in the first instance, be able to accurately measure and describe a firm's culture. Then only can its alignment with strategy be assessed.
There are many tools on the market that purport to analyze culture. Most rely on "scale of 1 to 5" questionnaires that are translated into diagrams of one sort of another, to show where the firm is "strong" or "weak." The problem with most is that the ratings often relate only to the firm being surveyed. They are not benchmarked against the market.
This is a very significant failing. What, after all, does "4.2 out of 5" really mean? If all your competitors would score 4.6 for the same question in the same survey, then you are performing poorly. If they would score 3.6, then you are doing well.
Continue ReadingTrust and Betrayal in the Process of Strategy
0 Comments - Posted By Rob Millard In Culture , Leadership , The Strategy Process , , , - Permalink -
Religious conviction; the national Treasury; a firm handshake: all symbols of trust that evoke expectations. Most importantly: the expectation that one will not be betrayed. If there is one place where trust is paramount, it is in firms that practice professions such as law, accounting and consulting, where the service being delivered is so intangible that trust is the only assurance that the client has, that its work will be done properly. Small wonder that trust-based relationships both with clients and internally are the very cornerstone of the cultures of such firms; certainly those at the 'top of the curve.'
The March/April edition of the Harvard Magazine contains an article on the differences between risk aversion generally and aversion to being betrayed. It makes fascinating reading and, I think, introduces a seldom-considered facet to the process of strategy.
Continue ReadingHarnessing the Phoenix
0 Comments - Posted By Rob Millard In "Off the Wall" Insights , Competitive Intelligence , Culture , Innovation , Inter-Generational Issues , Leadership , Strategy 101 , Tools for Strategists , , , , , , , - Permalink -
Surely the most dramatic mythological example of rebirth and renewal, is the Phoenix (or "Firebird.") It is found in ancient Egyptian mythology, various myths derived from it and, most recently, in Professor Albus Dumbledore's study in Harry Potter.
Said to live for 500, 1461 or for 12594 years (depending on the source), the phoenix is a bird with beautiful gold and red plumage. At the end of its life-cycle the phoenix builds itself a nest of cinnamon twigs that it then ignites; both nest and bird burn fiercely and are reduced to ashes, from which a new, young phoenix arises. The bird was also said to regenerate when hurt or wounded by a foe, thus being almost immortal and invincible.
Imagine, for a moment, that you were able to regenerate your firm in this way. Miraculously, you were able to instantly transform it into an organization of the highest performance with, what's more, that performance being sustained.
Continue ReadingDid the Pedestrian Die?
0 Comments - Posted By Rob Millard In Culture - Permalink -
You are a passenger in a car driven by a close friend. He hits a pedestrian. You know that he was speeding. There are no other witnesses. His lawyer (who has clearly forgotten his ethics) says that if you are prepared to testify under oath that your friend was not speeding, it may save him from serious consequences. What would YOU do?
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