Cross Cultural Management 3290

8/3/2019 Cross Cultural Management 3290

1/24

Cross Cultural Management

INFOSYS


2/24

Infosys effective process to cope with the cultural

issues in a transition to the Global Delivery Model.

Faci l i tates smooth functioning of cross-partner teams.Promotes better understanding of work culture differences,awareness and appreciation of different culturalbackgrounds.The Organizational impact of offshore and near shoredevelopment leaves a footprint on process orientation,col laborative working styles and project management.Deals effectively with al l three kinds of change.


3/24

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


4/24

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


5/24

Step 4: Continuous Improvement

Of Customer - Facing Process

Step 3: Optimize skill inCollaborative Project

Management.

Step 2: Preview User Experience,

For Managers & Customers New

to Offshore.

Step 1: Position Relationship &

Partner, Keep people up to Date.

Infosys' 4-step Communication Approach


6/24

Cross - Culture Coaching is the key for InternationalSuccess


7/24

Executive development = Personal skillsdevelopment

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.


8/24

Bot tom- l ine B enef i ts Ga ined f rom theuse o f Ap p l ied Be hav io ra l Sc iences :

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 hereand the

now, and on the uniqueas well as the patterned.


9/24

Focus on specif ic personal ski l lssets or behavioral aspects directlyaffecting successful integrationof new cultural ski l lsTo achieve bottom-line beneficialoutcome & to produce achal lenges and constructsp ra c t i c a l , app l ic ab l e solutions inproductivity or profitabi l i ty .


10/24

xam p e ; a r c p an s n rSk i f fi ngton 's M aster Coa ch

Course learn how to : Develop an evaluation (ROI) architecture thatincludes business goals, init iative objectives, andevaluation objectivesCalculate the ROI and ROEUse various types of hard and soft data col lectionplansUse intake and outcome assessmentCalculate ROI for both observable (behavioral) andinferable (developmental) changesConvert data to monetary, production values and,Identify direct bottom-l ine program effects and flow-on intan ible benef its etc


11/24

u ng n n g v -F ram ew ork fo r deve lop ing G loba lLeaders

Develop and cultivate complex cross-cultural relationships in aglobal setting.Motivate people of different talent pools, backgrounds,disciplines and generations,Develop a framework for effective problem-solving acrosscultures.Assess the current culture, understand the leadership role inthe change process required for high performance.Implement self change and change in the peopleDesign effective systems and structures, overcome barriers,Decrease resistance and create an environment ofdriving change and commitment to high performance


12/24

Leading ChangeControl and change emotions. Emotions are culturalphenomena. Each person's experience of emotion hasindividual features, culture shapes the occasion,meaning, and expression of affective experience.How to assess actions and social activit iesActivit ies and values define the k inds of things that

people think about, perceive, imagine, remember,speak, and feel..


13/24

Acknow ledge Va lue and b ehav io rd i f fe rences & learn adapt i ve behav io ra l

pat te rn . 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.


14/24

Using S ix S igma in Europe : A Cross -Cul tura l Persp ect ive

Six Sigma is aboutOrganizational Improvement.Six Sigma focuses on processimprovement, design andmanagement.It is as much about people'sbehavior as it is about thebehavior of processes.The behavior of processes fromthe behavior of people cannotbe separated.


15/24

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

Decentral ized or Central ized, Informal or Formal.


16/24

Different Techniques for Success


17/24

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.


18/24

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.


19/24

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 wil l Six Sigma help me be more creative?"The answer is, "When half of today's problems are avoidedthrough better processes, you wil l have more time to becreative!"Six Sigma frees up the capacity of individuals to grow and learn.

Its success depends on it.


20/24

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.

C lt l diff ll f th


21/24

Cultural differences call for thesedifferent 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.


22/24

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 high-potential

managers. Use Six Sigma to communicate good ideas

upward and provide recognition


23/24

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.


24/24

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.

Documents

Cross Cultural Management 3290