Business Across Cultures Culture for Business Series_15 doc

•
Maps for measuring cross-cultural competence.
•
Maps for leadership development.
The more clear an organization is about what it needs to do, the
clearer will be the list of maps it requires, and the elicitation of the
dilemmas it faces.
Leaving the organization self-sufficient in dilemma reconciliation
The need for sharing the thinking about the different dilemmas after
any consulting intervention is the point at which THT would plan to
leave an organization. But to help our support live on after a formal
contact may be complete (at the end of any assignment), we devel-
oped our web-based ThroughWise™ system. Developed mainly to
provide a way for participants to maintain a close dialogue after the
series of workshop events, it was also realized that this could play a
major part in providing a vehicle for participants to interact with
other participants in an inter-workshop mode as well as intra-work-
shop.
344
BUSINESS ACROSS CULTURES
Workshop 1
Workshop 2 Workshop 3
Workshop etc.
Dilemma Group A
Dilemma Group B
Figure 10.8 Inter- and intra-workshop group interaction
As we have demonstrated, the real benefits of applying dilemma
reconciliation methodology to transforming and enhancing business
practices will actually be realized after the sessions as the partici
-
pants return to their business units. In order to leverage and

entrench the learning, the ThroughWise™ software technology pro
-
vides networking between participants who have common dilemma
interests (see Figure 10.9).
ThroughWise™ is a closed network for a given client group which
provides a number of tools to facilitate the elicitation, capturing, and
structuring of dilemmas and thereby codifying the components of
dilemmas and action points for their reconciliation so that it can be
developed, shared, and exchanged between group members.
Thus the approach is to start developing a learning community as
soon as possible. In the first instance, we seed the dilemma database
with the output of the dilemma reconciliation exercise at recent ses
-
sions.
We immediately start to involve the members of each sub-group in
345
THE RECONCILING ORGANIZATION
Skill/knowledge to
deal with complex
dilemmas
WebCue
Workshop
Limited progress/learning
achievable during a workshop
Seeking to apply and enhance
learning though the
“”
learning community
Throughwise
Figure 10.9 Ensuring that learning from the workshop is continued and applied

the ThroughWise™ network. This process works in a similar way to
WebCue™, but is automated. Members of other sub-groups can also
monitor progress of the range of dilemmas in which they might have
or develop an interest.
Once the ThroughWise™ web-based learning community reposi
-
tory is in place, the interactive discussion forum is activated. This
discussion forum is structured so as to enable continued comments,
together with the formulation and reconciliation of dilemmas. Par
-
ticipants are able to enter comments, strategies for implementing
steps to reconcile dilemmas, and to report progress, obstacles, and
successes. They are also able to view all discussions and comments
through both a structured tree or search facility. They can opt to
automatically receive e-mail comments from other participants to
the questions they have posted in the forum.
It is critical to the success of this type of learning community that it
should be supported by a dedicated ThroughWise™ facilitator,
especially during the early stages. Given the competing demands
placed on top leaders, offering a solution based solely on them being
invited to use web communication technology is insufficient. We
often, therefore, suggest that a team of two such facilitators – one
from the client, and one from our consulting group – would jointly
execute this crucial role.
They work together to assume the following responsibilities:
•
To steer the initiation and development of the learning com
-
munity, especially in the early stages, and thereby act as the
overall project “champion.”

•
To capture and formulate an initial series of dilemmas to seed
the learning community to ensure a rapid take up, particularly
346
BUSINESS ACROSS CULTURES
using the dilemmas identified in the previous sessions, and
linking these to other client documents and reports.
•
To organize and mobilize membership of sub-groups in the
learning community based on common interests (dilemmas),
inviting them to join the process.
•
To consolidate and collate comments and inputs from mem
-
bers of sub-groups.
•
To monitor and report on progress made.
THE FINAL DILEMMA
We have identified many dilemmas throughout our work and cited
the important ones in this book. We have sought to show the need
for the Reconciling Organization and how this can be developed. So
with whom does the ultimate responsibility lie to seek out and elicit
dilemmas and reconcile them? Should they be considered from the
perspective of the organization or from the perspective of the indi-
vidual leader? If you have followed us in our journey you will have
noticed that the previous sentence contains the word “or” and is – of
course – a dilemma.
In other words, how can we reconcile the dilemmas of the organiza
-
tion and the dilemmas of the individual in today’s world of work?

We’ll leave that one for you as an exercise!
347
THE RECONCILING ORGANIZATION

NOTES AND BIBLIOGRAPHY
Notes and bibliography
Chapter 2
1. Fons Trompenaars and Charles Hampden-Turner, 21 Leaders for the 21st Cen
-
tury, Capstone, 2001.
2. Charles Hampden-Turner and Fons Trompenaars, The Seven Cultures of Capi
-
talism, Piatkus, 1994.
Chapter 3
3. “Keeping close to the Customer”, p. 315 in Trompenaars and Hampden-
Turner, 21 Leaders for the 21st Century, Capstone, 2001.
Chapter 7
4. Richard Donkin, “More than just a job: a brief history of work” in “Mastering
People Management,” Financial Times, 2001, 15 Oct., pp. 4–5.
5. See Isabel Myers, Gifts Differing, CPP Inc., 1995.
Chapter 8
6. For further background information, see A. Gordon, “Re-appraising man-
agement information flows,” Ph.D. thesis, 2002, Anglia University, UK and J.
Davies, “Towards the adjustment of accounts for insurance companies,”
Ph.D. thesis, 1997, University of East London, UK
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352
BUSINESS ACROSS CULTURES
INDEX
Index
AATM 210–11
Ackoff, Russell 19, 20
acquisitions see mergers and acquisi
-

tions
action 19, 20
activity based cost management
(ABCM) 286, 288
advertising/promotions 223–5
examples 189, 191, 195, 202–3
Garucci case study
domestic argument 227
global argument 229–30
global–local aspects 225–7
international argument 228–9
multi-local argument 228
transnational argument 230
global 232
international 233–4
multi-local 234
operational approach/CCRM
235–7
transnational 232–3
see also marketing
Aer Lingus 193–4
Amadeus 247
AMD 56, 119–20
American Airlines 70
American Express (Amex) 213–14
Applied Materials 43
Aristotle 20
Aspro 216
Aston Group 15
AT&T 204

balanced scorecard 244, 262
Barnes & Noble 71, 206–7
behavior 19, 294
Bennis, Warren 157
best practice 334–9
Big, Hairy, Audacious Goal (BHAG)
115, 134
BMW motorbikes 92
brands see products/brands
Branson, Richard 58, 190, 210
British Aiways (BA) 70
BUPA 75–6
business systems 133
Camdessus, Michel 282
car–pedestrian quandary 43, 44, 122,
203, 204, 245
Carlson, Jan 192
Chanel 206, 207
change
assumptions 156–7
between cultural archetypes
163–4
and continuity 161–3
failure 157–8
futility of static business
transformation 160–1
generalized framework 164–79
how, why, what 159–60
identify/categorize 155
process 158–9

scenarios 164–5
from Eiffel Tower to guided
missile and back 166–8
from Eiffel Tower to incubator
and back 173–4
from family culture to
incubator and back 170
from family to Eiffel Tower and
back 171–2
from family to guided missile
and back 172
353
from guided missile to Eiffel
Tower and back 169
from guided missile to
incubator and back 166
from incubator to guided
missile and back 165
mapping of 174–9
chaos theory 20
Charles Schwaab 70–1
Churchill, Winston 334
Club of Rome 15
coaching 259–62
Coca-Cola 43
contingency theory 15, 18, 295
corporate culture 101–2
definition 102
diagnosing with CCAP 111–15
frequently recurring dilemmas 119

transformation away from Eiffel
Tower 119–25
transformation away from
family culture 128–35
transformation away from
Incubator culture 125–8
major tensions 105–6
general relationships 106
relationships of employees 106
vertical/hierarchical
relationships 106
mapping business future 116–19
in mergers, acquisitions, strategic
alliances 103–5
movements
family to incubator 145–9
guided missile to incubator
138–45
incubator to guided missile
149–52
role 102–3
South Korea 135–8
stereotypes 106–7
Eiffel Tower 110–11
family 109–10
guided missile 108–9
incubator 107–8
Corporate Culture Assessment Pro
-
file (CCAP) 111–15

Covey, Steven 158
cross-cultural relationship marketing
(CCRM) 235–7
Cruijiff, Johan 262
cultural difference 2–9, 32–3
recognizing 25–8
reconciling 29
respect for 28–9
Cultural Due Diligence 105
culture
contextual environment 18–21
implicit 27
norms/values 25–7
summary 27–8
visual reality of behavior 25
Currently Estimated Potential (CEP)
index 264, 265
Dallas TV soap opera 224
Darke, Peter 196
Dell, Michael 58
Deming, Edward 92–3
dilemmas
accounting 287–9
classification
achievement–ascription 31
individualism–communitariani
sm 31, 47–52
internal–external 32
neutral–affective 31, 52–8
sequential–synchronic 31

specific–diffuse 31
universalism–particularism 31,
33–46
corporate culture 119–52
definition 30–1
human resources 246–71
leadership 296–312
354
BUSINESS ACROSS CULTURES
marketing 189–231
reconciliation 293, 317–47
theory as validation of good
judgment 332–4
Durkheim, Emile 13, 241
Eastman Kodak 58, 122
Eiffel Tower culture 110–11, 142–3,
163, 245, 248
change scenarios 166–8, 171–4
transformations away from 119–20
to family 121–2
to guided missile 121
to to incubator 122
emotion 52–4, 58–9
envisioned future 115–16
Euro Disney 38
family culture 109–10, 163, 245
change scenarios 170–2
transformations away from 128
to Eiffel Tower 129–30
to guided missile 129

to incubator 128–9, 145–9
Fayol, Henri 12
finance 275
comparability vs compliance 275–7
different meanings 280
LIFO/FIFO 276
management accounting 284–5
dilemmas 287–90
newer methods 285–7
objective vs subjective
presentation 277–80
political will 280–3
regulations 276
universalism as only answer 283–4
gender differences 94–5
General Electric (GE) 215
Giscard, Alain 188
globalization 16, 28
advertising/promotions 223–37
and change process 158
local approach 43
marketing activities 183–223
mergers, acquisitions, strategic
alliances 103
goal-seeking/goal-setting 19, 20
Gooding, Val 75
Greenleaf, Robert K. 76
guided missile culture 108–9, 112,
116, 117, 163, 245, 248
change scenarios 165–9, 172

transformations away from 122–3
to Eiffel Tower 124–5
to family 124, 130–2, 135–8
to incubator 123–4, 138–42
Gullit, Ruud 261–2
HAIRL system (helicopter quality,
analysis, imagination, reality,
leadership) 264
Hall, Edward 85
Hampden-Turner, Charles 56, 102
Handy, Charles 20
Harrods 195
Hawthorne experiments 14
HAY system 244
Heineken 42–3, 199, 221–3
Hewlett Packard (HP) 244
Hickson, Paul 15
human resources (HR) 104–5, 132,
133
alternatives 245
Americanized perspectives 244–5
appraisal/rewards
balanced scorecard 262
extending appraisal qualities
ideas 263–6
integrated scorecard 263
working across cultures 266–70
coaching dilemmas 259–60
individual–group 260–1
internal–external 260

rational–distance vs
emotional–engaged 261
355
INDEX
international dilemmas 256
assessor–candidate relationship
258
behavior–effectiveness
relationship 257–8
culture shock for expatriates 258
validity of criteria measured by
tests 256–7
necessary roles of successful team
270–1
origins/development 241–3
recruitment/retention 246–9
process/culture 249–55
role 245–6
in reconciling organizations
342–7
IBM 28
incubator culture 107–8, 116, 117,
143–4, 163, 245
change scenarios 165–6, 170, 173–4
transformations away from 125–6
to guided Eiffel Tower 127
to guided family 126–7
to guided missile 126, 149–52
integrated type indicator (ITI) 255,
256

Inter-Cultural Leadership Assessment
Profiler (ILAP) 46, 255, 256, 325
internal–external control 31
gender differences 94–5
geographical differences 93–4
mechanistic 91–2
organic 91
personal orientation along
dimensions 96–7
reconciling 96
international management 38–9
abandon your own orientation 39
compromise 40
ignoring other cultures 39
reconciliation 40–6
International Monetary Fund (IMF)
282
Introverting, Sensing, Thinking,
Judging (ISTJ) 250
Johnson and Johnson 197
Jung, Carl 251
Jung Type Indicators (JTI) 244
just-in-time (JIT) 90
Kaplan, Robert 262
Kawasaki motorcycles 92
Lawrence, Paul 15
leadership 103, 114, 132, 150–1
cultural context 295–6
diagnosing strategy/issues 321–4
dilemmas

concerned with globalization
308–9
corporate identity, culture,
change 310–11
facing 296–303
from diversity 309–10
functional areas 307–8
in globalizing organizations
298–303
golden 303–5
managing people/HR 311–12
values 305–7
effective 48
mindset change 312–13
servant-leaders 76–7
theories
behavioral 295
integration 297–8
new 296–7
situational 295
trait 293–4
trust 104
Lewin, Kurt 63, 64–5, 160, 317
L’Oréal 195
Lorsch, Jay 15
356
BUSINESS ACROSS CULTURES
McDonalds 187, 206, 244
McKinsey 244
management accounting

dilemmas 287–8
authority to action vs
knowledge holders 288
backwards–forwards planning
284–5
bottom up–top down 284
contribution analysis vs fixed
costs recovery 289
external–internal pressures 285
information 285
integration vs stand-alone 288
inter-departmental collaboration
vs loss of autonomy 288–9
parent dilemma: over vs under
control 289
newer methods
ABCM 286
SMA 287
TA 287
overheads 285
reconciliation 289–90
technology 286
Mark, Margaret 204, 206, 216
marketing 84
brands, products, services 202–16
cultural mistakes 183–4
definition 183
dilemmas
achievement–ascription 197–8
arising out of different

meanings 199–202
emic–etic 220–3
global–local 186
individualism–communitarianis
m 189–91
internal–external control 198–9
neutral–affective 196–7
specific–diffuse 191–5
universal–particular 186–9
functional vs holistic equivalence
218–20
market research 217–18
recognize, respect, reconciliation
185
see also advertising/promotions
Marlboro 191
Mayo, Elton 14
mergers and acquisitions 103–5
Merrill Lynch (ML) 70–1
Microsoft Windows 190
Morgan, Jim 43
motivation 20–1
Motorola 76, 236
Myers–Briggs Type Indicators
(MBTI) 244, 249–55
Nike 208, 224
Nordstrom 192
Norton, Robert 262
NTT 203–4
organization

perspectives
business process 262
customer 262
financial 262
learning-growth 262
structure/design 21, 133
theory
bureaucratic 13
cultural factors 16–17
environmental factors 15–16
financial factors 17
open systems approach 15
optimal 16
rational 13–14
social 14
Pearson, Carol 204, 206, 216
personnel management 241
see also human resources (HR)
Proctor & Gamble (P&G) 214, 224
products/brands
357
INDEX
archetypes
caregiver 211
creator 211–13
explorer 205
heroes 207–9
innocent 205
jester 206
lover 206

magician 210–11
outlaw 210
regular guy/gal 206
ruler 213–16
sage 205–6
meaning across cultures 202–17
reconciliation of systems 216–17
successful 206–7
see also marketing
promotions see advertising/promo-
tions
public/private space 63–6
Pugh, Derek 15
Rapaille, Clotaire 200, 203, 204
recognition 7–8, 25–8, 32, 105
reconciliation 7–8, 105
approaches to embedding 320–1
cultural difference 29–31
diagnosing leadership
strategy/issues 321–2
face-to-face interviews 322–3
use of WebCue 323–4
human resources
leaving organization
self-sufficient 344–7
legitimacy of innovation 342–4
role of 343
internal–external control 96
in practice 317–19
time orientation 89–91

transfer/embedding through work
sessions 324
dilemma theory as validation of
good judgment 332–4
effectiveness of reconciling
mindset 327–30
opportunity-strategy/resolutio
ns of Best Practice 334–9
satisfying quantitative
component/rationale
330–2
theory into practice 324–7
transfer/integration of learning
loops 339–42
values 55–6, 58, 70–1, 75–7
recruitment 246–9
dilemmas 256–8
process/culture 249–55
research and development (R&D)
66–7, 84, 92
respect 7–8, 28–9, 105
reward systems 266
appraisal qualities 263–6
balanced scorecard 262
categories 266–7
choosing 270
combinations 267
dilemmas 267–9
integrated scorecard 263
see also human resources

Ries, Al 200–1
Roethlisberger, Dick 14
Rolex 198
Sankyung 213
Sanyo 210–11
Scientific Management 13, 14, 242
Sematech 51
sequential–synchronous 31, 85–8
appointments 86
bombarded by stimuli 89–90
reconciling 89–91
salami case 87–8
time orientation 77–84
Sesame Street 216
Siemens 209
situational theory 295
358
BUSINESS ACROSS CULTURES
social theory 12
strategic alliances 103–5
strategic management accounting
(SMA) 287
strategy 84, 317
systems theory 15, 19
Taylor, Frederick 13, 241
teams 51, 245–6, 270–1, 341–2
Theory of Conspicuous Consumption
196
throughput accounting ratios (TAR)
289

throughput accounting (TA) 287, 289
ThroughWise™ system 326
THT GroupCue (GroupWare) soft
-
ware 325
time
appointments 86
linear 86
marketing dilemmas 199–202
monochrone–polychrone 85–7
older the company the better 79
past, present, future orientations
81–4
planning 84
reconciling 81
sequential vs synchronous 77–8
shareholders/stakeholders 81
short-term vs long-term thinking
78–80
Tönnies, Ford 13
trait theory 293–4
Trist, Eric 20
Trompenaars, Fons 17, 19, 43, 56, 64,
65, 85, 102, 122, 193–4, 203, 245
Trout, Jack 200–1
Unilever 202–3, 224
values
achieved–ascribed 31, 71–4
across hierarchical levels 74
reconciling 75–7

core 133, 141–2
cultural 25–7
individualism–communitarianis
m 31, 47–8
by religion 48–51
developing team co-operation
51
neutral–affective 31, 52–3
across functions 54–5
diagnostic question 53–4
emotion Americans/grumpy
Germans 56
reconciling 55–6, 58
rollercoaster in Japan 57
specific–diffuse 31
across age categories 68–9
definition 63
example 63
in practice 66–8
public/private space 63–6
reconciling 70–1
universalism–particularism 31
across the variables 36–7
analysis 36
definitions 33
in globalization 41
international management 38–46
learning from best practice 42
testing 34–6
Virgin group 190

Vuursteen, Karel 199
WebCue™ 317, 323–4
Weber, Max 13, 241
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INDEX
Trompenaars Hampden-Turner
Culture for Business
Trompenaars Hampden-Turner provides consulting, training, coaching and (un)
learning services to help leaders and professionals manage and
solve their business and culture dilemmas. Our clients are primarily
Global Fortune 500 companies. We are based in Amsterdam, The
Netherlands and Boston, USA. In addition, we have a network of
associates throughout the world.
We particularly focus on cross-cultural consulting services around:
•
Mergers and acquisitions integration
•
Globalization
•
Corporate vision and values
We take pride in using the client’s own language and discourse,
although we make subtle changes to its underlying structure to
render it more coherent. Topics may include diversity, communica-
tion, learning, training, teamwork, culture, coaching, knowledge
management, leadership development, integrity and balanced
scorecards. For us these are all parts of a system. We also aim to
introduce you to a paradoxical logic of human and organizational
development. We aim for minimalist interventions yielding maxi
-
mum results.

Introduction to our offerings
We work with all business implications of culture. These may be
part of an organization’s globalization process, external growth and
integration strategies, corporate identity and corporate communica
-
tions, international change management, or the worldwide ‘roll-out’
of building cross-cultural competencies.
360
We work with organizations through a highly customized and inte
-
grated approach including:
Consulting on culture-for-business management
•
Conduct cross-cultural due diligence
•
Facilitate your vision and value to strengthen your corporate
identity
•
Surface cultural challenges and dilemmas which may be creat
-
ing obstacles
•
Systematically reconcile cultural differences in order to maxi-
mize the business value of cultural diversity
• Assist in creating a business climate of mutual respect and
trust in order to link people from different cultures in produc-
tive and positive ways
Global leadership development
•
Create top-of-mind recognition of and respect for cross-cul-

tural issues
•
Develop culture-for-business competencies into competitive
advantage
•
Help leaders solve critical culture-for-business dilemmas
•
Ascertain awareness of and respect for cross-cultural diversity
•
Develop the ability to leverage global diversity
Executive coaching
•
Cross-cultural executive coaching helps leaders and managers
with wider perspectives, cultural sensitivity and the ability to
work with diversity in a productive and innovative way to
achieve organizational goals.
•
Cross-cultural coaching helps the individual or team assess its
own strengths and challenges. It assists with positive changes
361
in behaviour and perception. It also helps individual integra
-
tion without sacrificing diversity and integrity, within the or
-
ganization
Employee training and (un) learning
•
Raise awareness of how culture-for-business competencies
can help improve bottom line
•

Build awareness and respect for cross-culture and diversity is
-
sues
•
Provide support in “unlearning” negative cultural attitudes
and stereotypes
•
Develop the ability to value and work with diversity
Amsterdam office:
A.J. Ernststraat 595D
1082 LD Amsterdam,
The Netherlands,
Tel: +31 20 301 6666 fax: +31 20 301 6555
email:
USA office:
14 Arrow Street, Suite 10
Cambridge, MA 02138- 5106,
USA
Tel: +1 617 876 5025 fax: +1 617 876 5026
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BUSINESS ACROSS CULTURES