Cross Cultural Management

Cross Cultural Management

INFOSYS


Infosys’ effective process to cope with the cultural
issues in a transition to the Global Delivery Model.
Facilitates smooth functioning of cross-partner teams.
Promotes better understanding of work culture differences,
awareness and appreciation of different cultural backgrounds.
The Organizational impact of offshore and near shore
development leaves a footprint on process orientation,
collaborative working styles and project management.
Deals effectively with all three kinds of change.


Infosys conducts extensive Cross-cultural Training of
staff covering

Cultural acclimatization,
Client business and organization overview,
Technical environment and processes specific to
the client,
Creating non-intrusive interactions for the client


Infosys has developed a unique 4-step
Communication

Understand the offshoring process,
Understand their offshore partner

Collaboratively improve project
management skills
Draw up a strategy for continuous
process improvement


Infosys' 4-step Communication Approach

Step 4: Continuous
Improvement Of Customer Facing Process

Step 3: Optimize skill in
Collaborative Project
Management.

Step 2: Preview User
Experience, For Managers &
Customers New to Offshore.

Step 1: Position Relationship &
Partner, Keep people up to Date.


Cross - Culture Coaching is the key for International
Success


Executive development = Personal skills
development
The critical challenges:

Increase the revenue growth worldwide through the
development of a strategy-based program for
building global leaders.
Organization's leaders, managers and key
employees must learn to do things differently in new
markets.


Bottom-line Benefits Gained from
the use of Applied Behavioral
Sciences:
Developing practical ways of studying culture change
and adaptation and human social behavior for groups
both small and large in an organizational setting.
Executive / Cross Cultural Coaches pay attention to
the informal as well as the formal, to the cognitive
and the emotional, data focused on the here and
the now, and on the unique as well as the

patterned.


Focus on specific personal skills
sets or behavioral aspects directly
affecting successful integration
of new cultural skills
To achieve bottom-line beneficial
outcome & to produce a challenges
and constructs practical, applicable
solutions in productivity

or profitability .


Example; Participant's in Dr
Skiffington's Master Coach
Course learn how to:

Develop an evaluation (ROI) architecture that includes
business goals, initiative objectives, and evaluation
objectives
Calculate the ROI and ROE
Use various types of hard and soft data collection plans
Use intake and outcome assessment
Calculate ROI for both observable (behavioral) and
inferable (developmental) changes
Convert data to monetary, production values and,
Identify direct bottom-line program effects and flow-on
intangible benefits etc


Building an Integral Behavioral-Based
Framework for developing Global
Leaders
Develop and cultivate complex cross-cultural relationships in a
global setting.
Motivate people of different talent pools, backgrounds, disciplines
and generations,
Develop a framework for effective problem-solving across
cultures.
Assess the current culture, understand the leadership role in the

change process required for high performance.
Implement self change and change in the people
Design effective systems and structures, overcome barriers,
Decrease resistance and create an environment of driving change
and commitment to high performance


Leading Change
Control and change emotions. Emotions are cultural
phenomena. Each person's experience of emotion has
individual features, culture shapes the occasion, meaning,
and expression of affective experience.
How to assess actions and social activities
Activities and values define the kinds of things that
people think about, perceive, imagine, remember, speak,
and feel..


Acknowledge Value and behavior
differences  & learn adaptive behavioral
pattern.
Consistency
New patterns of thinking and behaving
A leadership group that is able to; change their
people-related behaviors and business-related
behaviors, adapt itself across borders and cultures
and change infrastructures and systems to suit.


 

Using Six Sigma in Europe: A CrossCultural Perspective
Six Sigma is about Organizational
Improvement.
Six Sigma focuses on process
improvement, design and
management.
It is as much about people's
behavior as it is about the
behavior of processes.
The behavior of processes from
the behavior of people cannot be
separated.


National Cultures and the Route to Change
Organizations change is influenced by their predominant
national culture.So, Six Sigma has implications for how
companies ascribe status, recognize performance, structure
reporting lines and communicate.

Fons Trompenaars: Four primary organizational archetypes
depending on the degree to which organizations are
Decentralized or Centralized, Informal or Formal.


Different Techniques for Success


The Netherlands / Germany

Organizations are more centralized, collective effectiveness is
the objective of organizational improvement.
Raising the capabilities of a work team, department or business
unit is the focus.
Singling out individuals for recognition via special training or
certification risks creating an elite group who will be resented
by their peers.
The power of Six Sigma is in improving everyone's effectiveness
by creating a culture of process discipline.


Southern Europe
Business organizations are like families.
Power for the good of the group is ascribed by virtue of
knowledge. Senior managers have to internalize, then
personalize, the change for themselves and those for
whom they feel responsible.
In France, it means spending plenty of time educating
Senior Managers about the leadership aspects of Six
Sigma before ever picking process-based projects.


Sweden
An organization is a vehicle through which the individual expresses
him- or herself and can realize his/her full potential.
To generate enthusiasm for Six Sigma, one must anticipate the
question, "How will Six Sigma help me be more creative?"
The answer is, "When half of today's problems are avoided
through better processes, you will have more time to be
creative!"

Six Sigma frees up the capacity of individuals to grow and learn.
Its success depends on it.


Six Sigma Starting Points and Approach
Depending on the geographic region in Europe, the
starting point and approach to implementing Six
Sigma must be changed.
Generating genuine enthusiasm for Six Sigma means
putting it in the right organizational context and
communicating accordingly.


Cultural differences call for these
different approaches:

In a French company, build awareness among Senior
Managers and all employees before rolling out Black
Belt or Green Belt training. Develop measures and
actions to improve employee satisfaction.


In a German company, clearly define who is
responsible for Six Sigma and how it fits with other
initiatives. Use Six Sigma as a means to elevate
collective performance through the wider application
of advanced process methods.
In a British company, link Black Belt and Green Belt
appointments to career development for highpotential managers. Use Six Sigma to communicate
good ideas upward and provide recognition

Summary: Universal Applicability, Individual
Implementation
Six Sigma is universally applicable, though how one communicates
the purpose of it and implements it should differ depending on the
predominant national culture.
Companies operating in Europe should beware of implementation
approaches that are based on a U.S.-style emphasis on the capability
of talented, well-trained individuals to get results "no matter what it
takes."
CEOs should develop an explicit leadership strategy to introduce Six
Sigma as a vehicle for strategic organizational change.


Bear in mind these pointers:
Take stock early on of who is involved and how to motivate them to
change.
Be sure to incorporate “Soft Skills Training" (e.g., facilitation and
change management) in the Six Sigma curriculum.
Train teams as well as individuals to build the capability of groups
and their commitment to implement and sustain improvements.
Be aware that teams from different countries will progress at
different rates.