How many of us can genuinely claim to be aware of the main cultural differences that may sink a globally managed project?
According to the results of a survey carried out by the NOA (National Outsourcing Association) and the Kingston Business School in 2009/2010 on the impact of both national and organisational culture on outsourcing contracts:
Organizational strategy does NOT drive individual or group behavior, culture does: people working together achieve the best results when they understand each other’s motivations, driving factors, learning and thinking patterns. How can consistency of purpose be achieved if there is a mismatch between the values of “in-house” and outsourced teams? between the different players involved in the supply chain?
How many Western leaders, for instance, are familiar with the concept of “saving face”, common across Asian cultures and especially pervasive in the Chinese society, where “face” – intended as “mianzi”, social position, status – is seen as “an embedded aspect of an individual’s relations within a social system” (Earley 1997)”? Have you ever considered that seemingly harmless (for Western standards) actions such as politely disagreeing with someone’s ideas, giving feedback in front of others or pointing out a minor inaccuracy may spoil the relationship with one of your key stakeholders?
Mudita Consultancy aims to help people gaining a better understanding of those often underestimated factors that may delay or sink outsourced/globally managed projects: in June it will run its first cultural-awareness program that will provide:
More posts/articles on the subject will follow.