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Originally Shavuot is the concluding festival of the grain harvest. In ancient times the festival included celebrations such as an offering of two loaves of bread from the wheat harvest and freshly picked fruit. As many Jewish people live in cities nowadays, most Shavuot celebrations have lost sight of this original theme. They are centred on the Torah which is the holy book which includes the central texts of Judaism. Today this feast recognises the anniversary of the giving of the Torah to Moses and the Israelite people on Mount Sinai over three thousand years ago.

Traditionally on the first night of Shavout, Jewish people stay up all night studying Jewish texts. They also meet at synagogue and read the Book of Ruth. Ruth was a non-Israelite who embraced Judaism and her personal acceptance of the Jewish faith is considered similar to the Israelites’ communal acceptance of the Torah at Mount Sinai. Another widespread tradition during Shavout is to eat dairy products, especially cheese. Typically Jews eat cheesecake, blintzes, crepe-like pancakes filled with farmer’s cheese and Sephardic burekas, cheese-filled dough pockets.

Scholars who studied Jewish customs and rituals claim that spring harvest festivals characteristically featured dairy dishes, perhaps because cheese was produced in abundance during that season. Others suggests that the practice is derived directly from the scripture which says that the eating of dairy symbolises the ‘land of milk and honey’ which is the way Israel is known and described in the Bible.

There is also support for this tradition based on the spiritual development among the Israelites after the revelation of Mount Sinai. After the Torah was given, they were obliged to follow its dietary laws known as kashrut or kosher (dietary restrictions), so they could not eat meat which had not been prepared according to these laws. Instead, they ate dairy food that was readily available.

Shavout is a great opportunity to bring the Jewish community together and remember their past heritage. It gives Jewish children from all over the world the chance to understand their connection with Israel and appreciate their sense of identity. Chag Semeach!

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When being asked what makes them happy the most common answer Germans give is “when the whole family is in good health” followed by “having a stable home”.  These two responses emphasise the fact that for Germans family life is highly important.  It is essential to be aware of this when doing business in Germany as it has a great impact on the way work life is structured.  The importance attributed to family life is mirrored in laws protecting the family and in the high number of mothers who give up work to look after their children.  Other common answers to this question show the importance of social contacts and job satisfaction for Germans.  It is, however, essential to bear in mind that Germans tend to keep work life and private life separated.  Their social life takes place once they’ve left the office and they don’t often spend their spare time with colleagues.

It is not only important to understand what makes Germans happy and unhappy but also to be aware of the existence of regional differences.  In general, people in western Germany are happier than people in eastern Germany and according to a recent survey the happiest Germans live in northern Germany, in Hamburg.  The highest per capita income in Germany, very good health and a low level of stress make people in Hamburg very happy.  The unhappiest Germans are said to be those living in Thuringia, in former East Germany, where the level of unemployment is very high and the per capita income low.
Yet, there is not only a geographic divide in regards to happiness but also a demographic one – gender, age and the level of education all correlate with happiness.  In general, young and well educated women are the likeliest to be happy.  As eastern Germany is confronted with the challenges of an over aging population and a lack of women this might serve as an explanation why the average level of happiness is lower than in western Germany.

The regional differences in regards to the German average level of happiness emphasise that the North and South of Germany and especially the East and West of Germany exhibit vast cultural differences.  Although Germany is no longer divided by a wall, the past still has an impact on everyday life in Germany.  Doing business in Germany requires an awareness of these differences.  Anyone who ignores these cultural characteristics and Germany’s past will find it almost impossible to build good relationships with German people who have a strong sense of regional belonging.

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Post tags: Cultural Awareness training, cultural differences, Cultural values, Doing business in Germany, happiness, intercultural training, job satisfaction

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Employees who have extensive international experience will often have an increased awareness and understanding of other cultures and how they must adapt their style, but they may not always have the skills to adapt their style or cope with the cultural differences they encounter.  By providing employees opportunities to get international experience while at the same time supporting them with intercultural training, they will develop the intercultural competence required for international success.

So why is international experience so beneficial?  Whether through an international assignment, short business trip, training course or voluntary experience, international experience exposes people to different cultures and situations.  The more people interact, understand and integrate into other cultures, the more they will have opportunities to develop their intercultural skills and awareness.  A one-week holiday in Madrid with British friends might give you an insight into a different culture, for example, but it will not help you to develop the deeper skills and know-how to work effectively internationally.  A long-term international assignment in Singapore, on the other hand, will be much more valuable.

Toby Fowlston, Director of Commercial and Professional Services at Robert Walters, pointed out in an article by The Evening Standard that: “Overseas experience on a CV is seen as a definite positive by recruiting managers as it demonstrates a more rounded and broader knowledge”.  Employees with international experience bring with them a pool of potential new strategies, skills and perspectives which can add tremendous value to any global organisation.

Spending time abroad exposes you to different approaches to managing everyday matters in the social as well as the business sphere.  International experience alone will not give you intercultural competence however, so it is important that you actively keep an open-mind, ask questions and develop your understanding of the culture throughout the experience to understand the cultural differences at play and how they influence the business and social environments.

By combining international experience with intercultural training and an active curiosity about the culture, you can develop the following key areas.

Problem solving
Decision making, an integral part of problem solving, can be closely linked to hierarchy within a business.  Middle management tends to make decisions in flat hierarchy structures, while senior managers usually make decisions in top-down hierarchical structures.  Cultural attitudes towards hierarchy will influence how organisations are naturally structured and how people with seniority or experience are treated.  Regular exposure to other cultures through short-term visits or international assignments can help you to see different approaches and attitudes like how hierarchy impacts business so as to be better prepared to adapt your own problem-solving techniques when working internationally.

Communication
Some cultures prefer a direct communication style and use negative criticism as a means of constructive guidance.  In other cultures, quite the opposite is true and indirect communication involves consideration and moderation.  What is regarded as acceptable for some could be interpreted as inconsiderate and offensive by others.  There is no right or wrong to these styles as both clearly have their advantages and disadvantages.  International experience supported by intercultural training can help you to understand and appreciate different communication styles so that you can better anticipate any variation of approach, formality or directness in future global interactions.

Language
Fluency in a foreign language is a crucial skill that allows you to improve relationships and networking abroad, making you and your organisation more competitive in the global marketplace.  While English is the most common language of global business, it is important to understand your foreign counterparts’ language too where possible as not doing so can put you at a significant disadvantage.  If, for example, you are in conducting a meeting with some Chinese counterparts for the first time, you could lose power and credibility and even hurt your relationship if you cannot show an attempt to say a few key expressions in Mandarin.  While you will probably not be expected to speak it fluently, you can create enormous opportunities by showing an interest in the language and using it to build trust.

Intercultural competence is vital for anyone operating in the global marketplace.  It opens doors to new experiences, career opportunities and greater international performance.  The combination of international experience and an intercultural training course can solidify and enhance your ability to operate effectively on a global scale.  Through developed problem-solving, communication and language skills as well as cultural understanding and sensitivity, you will be more equipped to avoid cultural faux-pas and create opportunities where others may not be able to.

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Post tags: Cross Cultural Training, intercultural competence, intercultural skills and awareness training, intercultural training, international experience, Language Training

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Some opponents of globalisation argue that the influence of western brands on a global scale has created a sort of homogenous culture. The term of McDonalidisation reinforces this idea and describes the situation where McDonald’s invade local markets and bring about the loss of local customs and traditions because of tough competition. The same goes for global successful brands such as Starbucks or Disney.

This cultural homogeneity is not a reality, however, because brands have to adapt to local cultures, and not the other way round. Without any cultural sensitivity and cultural adjustment when selling across cultures, companies have little chance to succeed. Renault’s setback in India with the Logan car or Carrefour’s failure to integer the Mexican market have proved that. To be successful on a global scale, brands have to take local tastes into account.

Companies are increasingly aware of this and therefore try to ‘glocalize’ their products. This means that they are producing on a global scale but every product is personalised in order to suit specific cultures or tastes. The concept of ‘glocalisation’, a combination of globalisation and localisation, is increasingly being adopted by global brands. Many now acknowledge the vital need to truly understand potential clients’ requirements and expectations across cultures.

Looking at the two examples of McDonald’s Starbucks we can see how they have done just that. As McDonald’s franchises are locally owned, they are able to propose different menus depending on local tastes and habits so you may find a McBurrito in Mexico, McFalafel in Egypt and mutton burgers in India. Starbucks also tries to sell ‘glocalised products’: pastries come from local suppliers and during the Dragon Boat festival in China, Starbucks proposed specific Cantonese pancakes. In this case, Starbucks is being ‘asianised’ rather than Asia being ‘uniformised’.

Taking part in a Selling across Cultures training course is an excellent way to learn and understand the cultural factors at stake when penetrating new markets. This training will help you to develop your intercultural competence and understanding of other cultures so that you can adapt your products appropriately. By understanding the expectations and purchasing motives of your international customers, you will be able to create the best marketing strategy for your products and ensure that they will be welcomed.

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Post tags: Carrefour, Cross cultural awareness training, cross cultural negotiation skills, glocalisation, McDonald's, Renault, selling across cultures training, Starbucks, Working Globally

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One of the most prominent opponents of a fixed gender quota is the German minister of family affairs, senior citizens, women and youth, Kristina Schröder, who believes that a fixed quota won’t solve the problem. In an interview given to the German news magazine Der Spiegel she argues for a flexible quota that companies set themselves and talks about a set of other measures to promote the number of women in high-rank positions.

Schröder, most prominently known for being the first minister to have a child and take maternity leave during her term of office, states the importance of adapting working conditions and changing laws to enable the combination of work life and family life. According to the minister, the main reason for women’s under-representation in leadership positions is the fact that senior managers are expected to spend up to 80 hours a week at work. Offering part-time positions as well as more flexible work schedules are two means of countering this problem. This is, however, not the only reason that holds women back. In a survey by the McKinsey Global Institute, lack of support from senior managers and missing role models are mentioned as other reasons.

One example of a change of law that improved women’s situation in work life in Germany is the so-called Elterngeld (parents’ money) that was introduced in 2007. It offers a financial incentive to take a break from work and have a child as up to 67% of the previous salary will be paid during the child’s first year of life. If the second parent also decides to take a break from work another two months will be covered by this payment. The introduction of Elterngeld has not only increased the number of high earners that have children but also the number of fathers that take time off from work to look after their offspring. Yet, as the average salary of a woman in Germany is about 22% lower than that of a man, it is in many cases still the cheaper and thus more likely option for the woman to stay at home with the child.

There are, however, not only financial reasons to take into account when thinking of having a child. When doing business in Germany it is important to know that many Germans hold prejudices against working mothers. The fact that the German government is currently debating the introduction of a child-care subsidy for parents who look after their children at home instead of finding a place in a crèche for them mirrors the convictions that many people hold in regards to childcare.

Increasing the number of women in leadership positions is not only a matter of fairness but is highly important in financial terms. The survey by the McKinsey Global Institute shows that an increase of the number of women in leadership positions has a positive impact on the financial performance of companies. This shows that it is crucial for Germany to support the promotion of women in order to fulfil their economic potential.

Doing business in Germany requires an awareness of the challenges female employees in the country are facing as these can have an impact on the business performance of the company as a whole. Promoting the advancement of female employees and giving them the chance to combine family and work life is essential as it ensures the company’s profitability. Intercultural training courses on German social and business culture can help anyone to understand the dynamics at play both for women and men in the workplace and at home. This understanding will help anyone doing business there to better anticipate any sensitivities and areas of opportunity to get more effective results.

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Post tags: Doing business in Germamy, gender in business, Intercultural Awareness, intercultural training, living and working in Germany, women in business

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According to an article published on the Grant Thornton International and Emerging Markets blog, the global impact of red tape on business expansion is now about 30%. The top 10 countries being strangled by red tape are shown in the article and curiously enough, except for Greece, which ranks first in the list with a 57% of bureaucracy pressure on business, the majority of countries that appear on the list are considered to be emerging economies.

Russia, India and Brazil, three of the four BRIC countries, are among the world’s top ten economies and will continue growing quickly. Such economies are considered attractive opportunities for investment, but they can also present high levels of risk to anyone doing business in there.

If we analyse the case of Brazil, for instance, we can see that bureaucracy can indeed be a challenge for anyone doing business there. Brazil ranks second in the list, with a score of 50% in terms of bureaucracy pressure on business. It was ranked 126th out of 183 countries on the last World Bank’s Ease of Doing Business report.

Reports suggest that about 17% of Brazilian GDP is lost in bureaucracy, and it takes from 13 to 17 procedures and 169 days on average to start a company in the country, but there are many cases of companies that after two years were not still able to legally operate. In fact, approximately 40% of Brazilian start-up businesses do not survive more than two years according to data published last year by the Brazil’s Government Research Institute and many foreign companies have failed after having invested huge amounts of money in Brazil.

A society’s need to create rules and processes, which can often result in heavy bureaucracy, is culturally driven. When people in a culture find risk or uncertainty uncomfortable, they usually define rules or policies to ensure that there is no ambiguity. Interculturalist Geert Hofstede analysed this component of culture and called it Uncertainty Avoidance. Cultures who feel a need to control things to avoid any risk or vagueness are often classified as having a low tolerance to uncertainty avoidance.

Countries who tend to be on this end of the scale, and who therefore are often perceived to have a lot of red tape, include Russia, Argentina Brazil, Poland and Greece. People in these countries do not like to be rushed into making decisions and think that detailed and rigid processes makes the world a better and more secure place. Bureaucracy may impede companies to take appropriate actions to achieve organisational goals or adapt on the changing market, but it is deeply rooted in some cultures as a mesure to guarantee equality. How things are run in other countries may cause frustration and failure, promote stereotypes and will undoubtedly make building trust and enhancing interpersonal relationships more difficult.

While it is easy to perceive red tape as a negative, it’s important to understand that it is a culturally driven behaviour resulting from a value of needing security and low risk. If interpreted differently and harnessed effectively, this could in turn bring your organisation more benefits than you realise in the long run. Doing business in one of these countries might be challenging at first, but it can also be a great opportunity once you know how culture affects every procedure, activity or objective.

Although things may take longer and may be more complicated, the end result of successfully dealing with the red tape you encounter could give you an edge on all of those companies who avoided these challenges.

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Post tags: Culture, doing business, Doing business in Brazil, Doing business in emerging markets, doing business in India, doing business in Russia, Hofstede, red tape, Uncertaintanty Avoidance, Working Succesfully Across Cultures

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Amélie Nothomb describes her expatriation to Japan and tells of how this experience becomes hell because of her ignorance about values and conventions of this other culture. Throughout the book, we notice several involuntary social and cultural mistakes which are not in accordance with Japanese culture.

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Doing business in Japanrequires a really good understanding of the key principals of Japanese business culture. Here are some examples that you should keep in mind:

Wa: The word “wa” means “harmony”. This is one of the most valued principles of Japanese society. In business terms, ‘wa’ is reflected by avoiding self-assertion and individualism. It is absolutely necessary to preserve good business relationships, despite differences in opinion. When doing business in Japanit is also important to remember the effect of ‘wa’ on Japanese behaviour and in particular their indirect expression of ‘no’.

Kao: One of the fundamental values of the Japanese social system is the notion of ‘face’. Face is a mark of personal pride and forms the basis of an individual’s reputation and social status. Preservation of face comes through avoiding confrontations and direct criticism wherever possible. When doing business in Jap an, causing someone to lose face can be disastrous for professional relationships.

Omoiyari: ‘Omoiyari’ relates to the sense of empathy and loyalty encouraged in Japanese society and practised in Japanese business culture. In literal terms it means “to imagine another’s feelings”, therefore building a strong relationship based on trust and mutual feeling is vital for business success in Japan. For example, keeping in touch with your former Japanese colleagues or counterparts will help you if you ever need to work or collaborate with them again.

Hierarchy: Respect for hierarchy is an essential element of Japanese organisations. Junior members of the team respect their superiors and their elders. For example, the order in which people enter a Japanese board room or in which presentations are made, tend to be in decreasing order of importance. Showing the same values and respect when working in Japan is always greatly appreciated. Despite this, it is important to note that an individual considered to be “at the bottom of the ladder in the company” may be promoted if he gets good results.

Punctuality and Courtesy: Being late is often considered to be a lack of respect. A meeting is always planned in advance and it is common to confirm it by phone rather than by letter or email. When doing business in Japan, it is important to arrive five minutes early in order to start the meeting exactly on time.

Doing business in Japan requires a strict knowledge of Japanese cultural practices and conventions. An accidental faux pas could damage a promising trade relation and could thus represent a substantial loss for the company. Intercultural training on Japanese culture will give you the knowledge and skills you need to build trusting relationships with your Japanese counterparts and take full advantage of business opportunities in the land of the rising sun.

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Post tags: Challenges, Cross cultural training Japan, Culture, Doing Business in Japan, expatriation, Fear and Trembling, Intercultural Awareness, intercultural book, intercultural training, Japan cultural values, Living and working in Japan

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To date, the vast majority of China’s economic development has ocurred in the coastal cities. Places such as Shanghai, Beijing, Guangzhou and Shenzhen are commonly known as first tier cities, according to population and GDP levels. However, rising production costs, fierce competition and the population ceiling have turned these cities into less profitable places for many companies.

Second tier cities, such as Chongqing or Heifei, whose growth rate almost doubles Shanghai’s 8.2%, began to offer better conditions after first tier cities hiked their organisational cost and struggled with energy, labour and land resources. However, China’s future development and the opportunities for those living and working in China are seen to be within its 3rd and 4th tier cities.

Moving Inland
While local markets were not the main attraction when foreign investors started setting up near the coast, new market conditions now apply. First tier cities account for less than 10% of the total population, whereas more than 300 million Chinese live in smaller cities that are continuously growing thanks to migration from the countryside in massive numbers.

Today, approximately 160 cities have reached populations of more than one million people, and the rise of the Chinese middle class is expected to increase by 200 million in 2020. Companies are recognising this and are starting to become more interested in the local market place. Easier access to inland markets together with the Chinese government’s tax incentives and cheaper production costs have caused many companies to relocate their facilities to 3rd and 4th tier cities.

The biggest beneficiaries are likely to be the provinces of Sichuan in the South East of the country, the central provinces of Anhui, Jiangxi and Hunan, and the northern provinces of Hebei and Henan. Names of cities such as Wuxi, Changshu, Datong, Foshan, Yichang, Shantou or Jinzhou will sound much more familiar to westeners in the near future.

The business opportunities are clear, but many challenges may arise when a company decides to invest money in China’s more remote locations and many factors need to be carefully evaluated prior to making decisions.

Challenging Conditions
First and even second tiered cities have already adapted to western needs making it easier for anyone living and working there. They offer a wide range of fast and comfortable transport, appropriate western houses, international schools or medical facilities, and most information is usually translated into English. The 3rd and 4th tier cities however have not yet developed their capacity for receiving international assignees so living and working there can be quite challenging.

An expatriate living and working in a more remote 3rd or 4th tier Chinese city will not only find many infrastructure-related difficulties or uninteligible languages, but also people that are not used to dealing with western counterparts. A wide number of cultural differences like hierarchy, confucian values, implicit rules, different judgments and perceptions about concepts such as safety, hygiene or corruption will surely arise and cause frustration both in the work environment and in the family sphere for the international assignee.

False Expectations?
Statistics show that China is the leading location for assignment failure. Expatriates living and working in China often mention problems of adaptation as a result of cultural difference, inadequate job performance and a different business culture, spouse dissatisfaction, standards of living, or simply culture shock, as the main reasons for resignations.

Many companies investing in China overlook these cultural issues and underestimate the damage that can be done by not supporting assignees through the adjustment phase. Where appropriate measures were not taken to ensure that assignees understood the culture and had the skills to manage the challenges, both time and money were lost. As a result, investments in inland China can become a real risk rather than an opportunity if relocated personnel are not provided with specific support.

Intercultural training courses like Living and Working in China can provide international assignees and their families with the knowledge and tools to adjust more effectively to their new location, no matter what tier the city is. A better understanding of the local culture can be really meaningful not only to avoid frustration and low output, but also to help relationship building, credibility and independence in the new location, enabling assignees to make the most of their experience living and working in China and generate the expected benefits for them and their companies.

© Communicaid Group Ltd. 2013

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Post tags: expatriation, inland China, intercultural training, Living and working in China, Partner and Family training, relocation training, tier cities

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People of all ages celebrate Holi by throwing coloured powder at each other’s faces, smearing coloured water everywhere, dancing under water sprinklers and having parties. Originating in India several centuries before Christ, Holi has now become a global festival, celebrated by thousands all around the world every year. This is because despite Holi being a Hindu festival, all cultures and religions are allowed to participate as it represents a single and global value: life.

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Anyone living and working in another countryshould be aware of Holi and the impact that it may have on social and business life. While most people focus on how Holi is celebrated in countries like India with a large Hindu population, here are a few unique examples of how this beautiful cultural festival is celebrated in other places around the world.

Los Angeles

In Los Angeles, Holi is celebrated in a similar way to the traditional festivities in India, but it tends to revolve more around music and the arts as opposed to the religious context of Indian Holi. Along with what is known in LA as ‘Colour Throws’, there are also bands playing, yoga classes, mantras, dances and cuisine. The festival takes place at Excelsior High School in Norwalk, Los Angeles. Even though the Los Angeles Holi is very much a different festival from the Indian Holi, the organisers of the festival, the Utah Hari Krishna Temple, are very aware of the importance of the Holi tradition. They believe “The colour, noise and entertainment that accompanies the celebration of Holi bears witness to a feeling of oneness and sense of brotherhood.”

Berlin

No official Holi festival had been celebrated in the whole of Europe until July 2012 when Berlin decided to bring the colourful and joyful event to Germany. Held in METAXA Beach, the Berlin Holi festival maintains the Hinduism roots of Holi and like Los Angeles, it adds an arts and music twist to the traditional festivals celebrated in India and other Hindu countries. Up and coming Indian DJs are invited to play during the festival as well as professional Hindu acrobats and dancers, both incorpo-rating the original values into their festival. Berlin is no longer alone as three other German cities, Munich, Dresden and Hannover, held Holi festivals which were attended by over 25,000 people. This year Holi is planned to be celebrated in 12 German cities including Dortmund, Essen, Frankfurt, Karlsruhe, Leipzig, Leverkusen, Mannheim, Saarbrücken and Stuttgart. All of these events are organ-ised in cooperation with the official Indian tourism office and have the support of the Indian Embassy in Berlin.

Cape Town

In the shadow of Table Mountain, the Grand Parade hosted Holi on 2 March this year. The open air atmosphere, described as ‘magical’, attracted over 10,000 people. Local DJs played and there were hourly colour throws. Like the other festivals, the organisers kept the values from the original Hindu festival. The success of the Cape Town Holi celebrations has now encouraged other South Africans to set up their own Holi festivals so next year there are celebration plans afoot in Johannesburg and Durban. Interestingly, Durban is the largest ‘Indian city’ outside of India, which promises a spectacular Holi to be hosted there.

In summer 2013 there will also be a large Holi Festival celebration held in London following on from the popularity and success in other countries and major cities. So if you are living and working in the UK, don’t miss out on the occasion to dive into a vibrant element of Indian culture and join a celebration close to you.

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Post tags: Berlin, Cape Town, cross-cultural awareness, Cultural Awareness training, Culture, global festivals, Holi, India, Indian culture, intercultural training, living abroad, Living and Working in the UK, London, Los Angeles

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In short, globalisation is changing; companies must understand the consequences and adapt to operate successfully in a world market, and global leaders who thrive at creating and leading culturally diverse teams will find greater long-term success by adapting their global mind-set accordingly.

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In the wake of the economic downturn in established markets such as Europe and the US and the slowing down of growth in emerging markets such as the BRIC countries, global organisations are operating in a world of increasing complexity, interdependency and risk. This environment requires businesses to become more resilient, and experts agree that business leaders need to be brave and consider the opportunities to be found in a growing number of emerging yet unpredictable markets.

So what has changed for leading organisations tackling growth in the globalised world? The EY report highlights that a shift has occurred in the relationship between the established markets and the emerging economies. An increasing number of companies from the latter group have now grown to rival long-established organisations on the world market – and across many sectors.

Examples abound in many countries. In Chile, LAN Airlines recently acquired TAM (Brazil) creating Latin America’s largest airline Latam Airlines Group. In South Africa, MTN Group has become Africa’s largest mobile operator. It has 183 million subscribers and licenses in 21 countries across Africa and the Middle East. In 2011 alone, about 60% of its revenues originated outside South Africa.

Key trend indicators also point to technology and the flow of ideas as the biggest game changer in the globalised market. Mindray is a case in point; they are China’s largest medical-equipment manufacturer and generate more US patents per revenue dollar than many global leaders. More than half its revenues of $900 million were generated overseas.

Another key trend is the steady increase in the flow of capital and finance out of emerging economies. Companies across countries as diverse as Indonesia, Mexico and South Africa are seeking to expand into the global market, and now have the capital to acquire businesses in established markets such as the UK, France or the US.

The global market is diversifying, and in order for companies to remain competitive, the need for their leaders to adapt in a rapidly changing global environment becomes paramount. Global leaders will benefit not only from an increased awareness of culture’s key drivers and their impact on doing business in other countries, but more importantly from adopting a fresh mind-set towards developing relationships with colleagues and contacts in a changing global market.

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Post tags: effective global leadership, global leadership, intercultural training, Leading across cultures, leading multicultural team, Working across cultures, Working effectively across cultures, Working Successfully across Cultures

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