Despite the fact that the statistics show that Chinese companies have slowed down their rate of international growth through acquisition, we are finding ourselves more and more engaged by Western companies who suddenly find themselves reporting into a Chinese parent company.
These newly acquired companies are asking us to run China Cultural Awareness training programmes with their senior leadership teams in order to help them better understand the best ways of persuading and influencing in China. The challenge these leadership teams often face is that they want to be able to convince their parent company to accept a buisness strategy which, through Chinese eyes, might seem confusing or risky. They need to know what ‘hot buttons’ to push in China.
These programmes are usually seen as part eye-opener and part validation. We get lots of ‘ah, so that’s why they did that in the meeting’ type of comments and ‘that confirms what I thought but I wasn’t quite sure’ moments.
Having spent time with the leadership team, we are then usually asked to cascade the training through the company to those people in the different functions who will have regular ongoing contact with China. These sessions tend to focus on the practicalities of day-to-day interactions (information flow, working with a hierarchy, effective communication etc.).
I honestly believe that a few hours of well structured, practical cultural awareness training can give people skills and knowledge it might otherwise take them years to learn.
There is a move amongst many of my global law firm clients to upskill their legal PA talent pool. The driver behind this is to free up time for partners and senior associates so they can focus on matter and client issues. Seems like a no brainer and I’m sure that this will add enormously both to law firm efficiency and the client experience.
Obviously, if a PA works in a global law firm they will become increasingly engaged in cross-border issues – both within the firm and with key stakeholders outside the business. Global fluency will therefore become a ‘need to have’ not a ‘nice to have’ for the legal PA of the future and I was pleased to run a cultural awareness training programme for Pinsent Masons LLP in their London office for a group of (mainly) legal PA’s. The PA’s present supported partners from a variety of practice areas but all reported an increase in their cross-border activities – and all were excited by this development.
We focused on a number of key topics which I thought were important for the group and which were re-enforced when we did a ‘what issues have you faced?’ group discussion. Key issues for the group seemed to be:
All in all I think the session was a great success and more global firms should think of investing in their PA population in this way.
I spent three days last week working with 40 senior associates and legal directors from DLA Piper in London. This was a truly global event with the lawyers coming from 22 different countries and 28 different offices.
The Management Academies that DLA Piper organises four times a year and on which I take a lead facilitator role really are a great learning experience for the lawyers, The lawyers are generally are at a stage of their career where they are transitioning from being the absolute work horses of the firm to stepping up to take on much more general leadership responsibilities – and this transition takes them into some quite unfamiliar territory.
My role on these academies is to help the lawyers look at a variety of mainly BD-related activities, so we look at:
The training programme is challenging and rewarding at the same time. It is great to take the lawyers out of their comfort zone and see them rise to the tasks which they are confronted with.
Lawyers surely have two key roles – firstly they have to deliver the highest quality of legal advice and service to their clients and secondly they need to win business for the firm. In my expereince most lawyers are great at the first of these responsibilities but not so comfortable with the winning work piece. That isn’t surprising when 95% of their time is spent on client matters! However, it means that global law forms need to invest more time and resources in helping lawyers to be great BD people as well as great lawyers.
Last week saw me running a series of training programmes on the world-renowned MBA programme at Warwick Business School (apparently ranked 36th in the world and 4th in the UK.) There were a couple of remarkable things about these programmes:
When I started working on this programme with Warwick Business School my sessions were positioned much later in the process but it was moved forward to be one of the earliest modules which MBA-ers are asked to look at – at the express request of the students themselves.
It was recognised that global cultural differences have an impact on just about every other module in the programme. If you are studying global business, you need an understanding of global business culture and you need to nurture your cultural fluency. Cultural understanding is also incredibly important when the students work together in multi-national teams on various different assignments throughout the year.
Can’t wait to meet next year’s cohort…..
I often find myself working with teams who have been tasked to roll out a global strategy across complex international organisations. Everybody knows that such roll-outs are difficult for a number of reasons:
However, one area which is often overlooked in the roll-out phase and that is the impact that culturally differing views of the world might have on this whole process. Monday found me working with the Portfolio Solutions leadership team of one of the world’s largest insurance companies who have the responsibility of pushing through a new approach into the market – an approach which will have far-reaching impacts on both brokers and underwriters.
I was asked by the Global Director of Portfolio Solutions to work with the extended team to explore how cultural differences need to be factored into the global roll-out. (Interestingly the Global Director had met me at an earlier cultural awareness training programme in the UK which I had run for different major insurance company ten years previously. I’m always so pleased when people say they have remembered the lessons learned – even ten years on!)
We looked at whole series of cultural issues but the core conclusion was this:
Fortunatly I was able to point the group to our website https://www.worldbusinessculture.com/ which is a wealth of country-specific cultural knowledge.
One of the biggest challenges facing large non-aligned national law firms is around how they develop a delivering network of best friends around the world who they can work with to help service their domestic clients’ international needs. Sounds like a no-brainer perhaps – just go out and find a few comparable firms in a few key global markets and form a best friend relationship. Unfortunately, it’s not quite that easy….
And crucially, ‘how can we ensure effective cross-border working?’ That’s where I come in…….
I was in Amsterdam yesterday with the Dutch Law Firm Lexence NV who are working hard to develop good reciprocal working relations with other firms in Belgium, Luxembourg, Germany, Italy and the Czech Republic. I was asked to run a cultural awareness training programme with a group of senior asociates who will, hopefully, be working together on cross-jurisdictional matters for years to come.
At one point during the day I asked the lawyers to outline client expectations in their own jurisdictions so the other lawyers could gain a better understanding. The output from this exercise was absolutley fascinating (I’ll write a fuller blog on this) because the client expectations as described by the lawyers were so different. (Who said client expectatons were the same all over the world?) The biggest surprise to the delegates was just how different client expectations were in two countries which are so close to each other – the Netherlands and Belgium!
I always learn more on these cultural awareness training sessions than I teach……
Bizarrely, I’ve been spending a couple of days in Frankfurt working in the ‘Brexit-hedge’ subsidiary of a Japanese bank. Lots of financial services organisations (and others) have been forced into opening an EU-based office to guard against the potential consequesnces of a disasterous no-deal Brexit or a bad Brexit. The cost of all of this to the organisations involved is truly mind-blowing and it is essential therefore that these new offices ‘hit the ground’ running and deliver an ROI as quickly as possibe.
Hence my presence in Frankfurt running cultural awareness training programmes on working with Japan (and also the UK). It’s quite a copmplex jigsaw puzzle if you work in an office in Frankfurt which reports into the UK which then reports into Tokyo! Lots of potential for cultural misunderstandings and inefficiencies in all of that!
In one of the cultural awareness training programmes where we were focuing more on Japan than the UK, I had the good fortune to have an experienced Japanese expat and a British guy who had worked in Tokyo for Japanese banks for 15 years and who was a fluent Japanese speaker. At one point I took these guys aside and asked them to feed back to the rest of the group what they felt were the top ‘need to knows’ when working into Japan. These are what they came up with:
I had a slide ready covering all of these issues but thanks to these two great delegates I didn’t need to use it…….
I always really enjoy the development sessions I run with the part-time MBA students at the world-famous Warwick Business School. The guys who complete these challenging MBA programmes are amazing – not only are they studying for this qualification but they are also holding down full-time jobs and therefore juggling work, family and studies. I take my hat off to them.
Anyway on Wednesday evening I had a full lecture theatre (not my favourite training environment) and we spent about three hours exploring the global cultural aspects of effectively engaging with global stakeholders. The delegate base was massively international – literally from every continent – and so the questions and input was really interesting. We had a whole range of experiences brought to the table ranging from how Cartesian logic runs through the French decision-making process and how that doesn’t work too well in the UK, through to the problems of gaining acceptance when working as an expatriate in a new country.
The challenge is always time. Although we had about three hours, the topic is so vast that I am always left to feel that I’ve hardly scraped the tip of the iceberg! There were so many issues we could have profitably explored as a result of delegate interventions – and I only managed to get through about half of what I’d hoped to cover.
I set myself quite limited targets for these sessions – I want everybody to walk out of the room thinking ‘I really do need to factor global cultural differences more into my thought processes.’ If I can achieve that goal, then I think my intervention was worthwhile.
I was really delighted to be asked by the Crown Agents to address a group of senior Africa leaders as part of a week-long leadership training programme in the UK. These leaders from Nigeria, Ghana and Uganda came from both the private and the public sectors and were in the UK developing authentic leadership skills.
However, I was asked to address the group on the impact that global cultural differences can have when leading colleagues across cultural boundaries. As Africa becomes increasingly engaged in global trade, developing global fluency will be a vital skill which African organisations will need to focus on. China is ever more active in Africa – as is India – and there are still lots of legacy relationships with the old colonial powers, so African leaders will increasingly need a knowledge of how business is conducted in various different parts of the world.
I find it interesting that for the first 15 years or so of running Global Business Culture, we were very rarely asked to work in Africa or with African organisations but the last 3 or 4 years has seen a reversal of that trend and we find ourselves incerasingly involved in Africa-related activities. My hope is that this increased involvement is, in a microscopic way, a sign of the growth and increased stability of many African economies and a portent that Africa is starting to become a much more important global player.
I look forward to ever increasing ties with Africa clients.
I really enjoyed meeting the HSBC London City Corporate team yesterday at their monthly team meeting.
As you would expect from one of the few truly global banks, the City team of relationship managers and analysts liaise with a lot of clients who are working extensively in overseas markets and both the clients and the RM’s themselves are therfore faced with lots of international challenges. I spent some time with the team looking at some of the issues they should be discussing with clients in their roles as trusted advisors.
We covered a whole range of issues such as:
I think the session must have been well-received because they have asked if I am happy to run another session later in the year for selected key clients of the bank. I always feel that the best customer endorsement I can receive for the work we do is when a client entrusts us to speak to their clients – I see it as validation that my input has been viewed of value