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South Korea’s Free Economic Zone (IFEZ) Newsletter

South Korea’s Free Economic Zone (IFEZ)
Photo courtesy of IFEZ

South Korea’s Free Economic Zone (IFEZ) Newsletter shares how the district has positioned itself as the global hub for future industries such as bio-healthcare, smart manufacturing, high-tech finance and future robots, information and communication (IT), and artificial intelligence (AI) while making great strides as a hub for distribution, logistics, tourism, and MICE. #songdo

Please check out our Newsletter https://stibee.com/api/v1.0/emails/share/lp9zm4qG0yY9K45_RHds5rRVGh3ppNE

Questions? Please ask…. dsoutherton@bridgingculture.com

310–866–3777

Black Mass and Upcycling

Black mass and upcycling. Once a lithium battery reaches the end of its useful life or becomes damaged, the battery pack can be collected, dismantled, and shredded.

The shredded material is then processed to produce what we in the industry call black mass, not be confused with an astrophysics term, or a dark movie on Netflix.

This black mass can consist of high amounts of lithium, manganese, cobalt, and nickel metals. EV batteries use these metals in ratios which we label as NMC 622 or 811–60% nickel, 20 % manganese, and 20% cobalt, or 80% nickel, 10% manganese, and 10% cobalt. [1]

These metals when sent to a facility can be reclaimed from the black mass and in direct recycling reused in new battery production.

Black mass and upcycling
(Image courtesy of Argonne National Laboratory.)

I like to use the term upcycle vs recycle for these materials.

As I wrote in my End-of-Life article, “The Lithium-ion Battery Life Cycle: Mandates, Sustainability, Recycling, Recovery,” compared with the West, Asia — specifically China and Korea have been at the forefront in recovery and re-use — reclaiming batteries’ black mass.

I reported in 2021, “… with strong encouragement from the Korean government, many of the nation’s top groups are actively engaged in some form of end-of-life program. For example, Korean steel producer POSCO, looks to import waste battery scraps concentrated in a powdered form from Europe. Likewise, the Hyundai Motor Group, SK Innovation, and LG Chem all have programs to ensure used batteries have second-life applications, or are recycled and metals such as Lithium, Nickel, and Cobalt are recovered. These programs made lots of sense, as Korea is one of the world’s largest producers and innovators of Lithium-ion EV batteries — with accordingly a high demand for these raw materials.”

Fast forward…

This trend has shifted with new incentives for North American battery recovery.

For one, the U.S. government has mandates to shore up batteries among the nation’s key strategic interests. Second, the government looks to make the U.S. more competitive in the battery market.

These programs include the Inflation Reduction Act (IRA) and other funding under the Biden Administration such as The Energy Act of 2020, and the Bipartisan Infrastructure Law (BIL), which, together with the IRA, offer billions of dollars to the Department of Energy (DoE) funded government programs.

These monies do come with some restrictions.

Specifically, under the Inflation Reduction Act, vehicles that use batteries that contain (i) any “applicable critical minerals” that were extracted, processed, or recycled by an FEOC [ or (ii) any component manufactured or assembled by an FEOC would be ineligible for the $7,500 Section 30D consumer tax credit (Sec. 13401(e)(7)) starting after 2023.

A FEOC is defined as a Foreign Entity of Concern and, with reference, to the IRA, a Chinese company or entity controlled by a Chinese firm.

These prohibitions take effect in 2024 for EV battery components and in 2025 for “applicable critical minerals.”

A Question.

In a recently attended EV battery panel, I raised a question, “Will we, like in the EU, see more regulations for End of Life?” [For example, the new EU regulations will over the next few years, mandate minimum levels of recycled content in batteries, noting end-of-life batteries contain many valuable resources and these critical raw materials must be reused instead of relying on third countries for supplies.]

The panel’s consensus was that unlike the EU and their use of widespread regulations; the thought was for the U.S. to continue to use more of a carrot approach — incentivizing reclaiming battery materials. Something we can see in a range of DOE grants now being offered.

In closing,

One final takeaway the driver for reclaiming black mass is sustainable profitability. The critical metals, NMC, for example in the black mass in this form have a value that may or may not be competitive against new widespread sourcing of the rare materials.

That said, when the reclaimed key materials are further refined and separated from the black mass their value increases 3-fold, and even further new processes increase the value 6 times.

I have also read that these refinements in the reclaiming process can result in improvement in the very EV battery life span, battery density, and range… all of which add considerably to what I see as “Upcycling”.

About the Author.

Mr. Southerton provides strategy, consulting, and training to Korea-based global businesses.

This includes long-time support of many of the major Korean Groups including the Hyundai Motor Group, SK Corp., and LG.

He also has supported Korean market entry for several innovative small and medium enterprises (SMEs). Most recently Southerton has been engaged in the mobility, electrification, and the battery sector.

On related issues, Southerton has been a contributor to CNBCThe Economist, Automotive News, the BBC, CNN Fortune, Korea Times, Yonhap, tbs eFM, Wall Street Journal, and Forbes.

[1] Most EVs today use either lithium-ion NMC, NCA (Aluminum), or lithium-ferrous LFP chemistry batteries. There are advantages and disadvantages.LFP: lower cost, lower density, higher discharge cycles; and NMC/NCA: higher cost, higher density, lower discharge cycles. Regardless they all contain ametals that are reclaimable.

Korean Business: Challenges and Solutions 50 Workplace Hints, #2 Managing Expectations

I am often asked to assist with Korea-facing business ventures. This can be a North American firm just entering the Korean market or a Western company already with operations in Korea.

Too, I am also asked to support top Korean Groups with their overseas operations.

Most often Korean and Western senior leadership teams did a great job of gaining mutual trust. Both negotiated well. The deal is signed and it’s time to perform.

Sadly, the honeymoon is over. Challenges arise, and what appeared to be clear expectations can now seem murky with poor alignment and weak communications. Why?

There are several reasons. One is that teams that meet, bond, and negotiate are seldom the ones doing the work. The teams on both sides that crafted the deal are better skilled in global business. The teams doing the work are talented, but usually less skilled in local affairs.

Many Westerners have no recent experience working with Koreans, and the Korean teams have limited experience working with North America.

A caveat to this is that many of the Korean teams are bright, but very junior, new to the workplace, and tend to be generalists, while Western teams are comprised of highly specialized industry veterans.

So, what’s the solution?

Frankly, in our experience, the most successful firms show great leadership and vision. They also recognize both sides will need constant ongoing support and training.

Expecting the teams to “get it” seldom works — and if it does it takes time, is costly, and contributes to stress, poor productivity, and even employee turnover. Expecting non-Koreans to understand Korean culture, business models, and workplace expectations is like throwing someone into a pool and assuming they will swim, not sink.

That said, a huge mistake is hiring an industry consulting firm without a full understanding of the specific challenges and cross-cultural issues. In many cases, they fail to get to the root of the problem(s) and expectations are never fully clarified. Issues will surface. Things will get worse.

To conclude,

In dealing with partnerships, I understand the huge stress loads within Korean-based firms. Teams need to perform. Partners will also be expected to perform. Clear, well-communicated expectations and cross-cultural understanding from the beginning are vital, along with a strong business plan and strategy.

Need a solution, I am here on-call with practical workarounds and seasoned experience in overcoming the challenges. Waiting only adds layers and costs.

Text 310–866–3777 

Dsoutherton@bridgingculture.com

Why we need Korean business cultural training

Why we need Korean business cultural training. My “no punches pulled” Q and A. Targeted cross-cultural support and coaching are necessary for local teams to succeed in working with overseas Korean business projects.

By Don Southerton

Q. Why do we need Korean cultural training?

A. This may be the first time working with a Korean team. This opportunity brings with it great opportunity and the need to better understand the new partner’s culture, workplace norms, and expectations.

In most cases, Western teams will interact with Korean HQ and expatriate teams. Some of the teams will hold a line managerial position with day-to-day responsibilities alongside Western managers, while others will hold key management C-level positions, such as CEO, COO, or CFO. In many, if not most, cases, these teams may operate as a “shadow management” with considerable oversight and operational control over local operations.

With the best of intentions, the Korean teams will look to build strong collaboration and teamwork and try to avoid a sense of us and them. However, they do bring Korean work norms that can conflict with Western work-life balance and Western working methods. 

More so, Korean teams may make seemingly one-sided decisions with the company’s best interest in mind but without consulting local teams, causing mistrust.

A solid training and coaching program followed by ongoing support can address differences, such as sharing work styles, hierarchy, and comfort levels, plus providing workarounds.

Q. What are some typical issues that arise, especially without training or coaching?

A. As with all individuals, no two of us are alike –and the same goes for Westerners and Koreans… Each has their unique strengths, skills, experiences, and personalities.

Expecting local teams to “get it” without support and training seldom works. Even if a better understanding of the work culture eventually occurs over time, this “learn as you go” approach is costly, contributing to stress, poor productivity, and even employee turnover. Sadly, the most common mistake I see is waiting to see if tensions rise, and workers quit before acting. 

 Q. Can you cite an example of misunderstandings resulting in mistrust, loss of time, resources, and profits?

A. A challenge I was recently asked to address was the intervention by the expatriate partners in decisions that are best handled by local Western teams.

Probing the issue, I learned that based on extensive experience in the market and industry, the local Western management felt these decisions were often short-sighted, reactive, and not aligned with their well-thought-out strategy. Some saw it as a “cut twice, measure once” approach and “ready, fire, aim.” 

Of even more significant concern were one-sided decisions not resulting from the collaboration. In any case, local management felt their input and expertise were being marginalized. As pressure to meet HQ expectations, avoid any negative news, as well as missing Sales or Production “Targets” they saw increased intervention by the expatriate teams.

In this case, I worked with the Western teams to provide some proven workarounds, particularly tempering the Korean teams’ pressing for immediate results.

Specifically, I shared ten steps.

1. To soften jumping to implement a stop-gap plan with hopes of producing immediate results, look to minimize the anxiety for both the local Korean team and the headquarters team. Please be sure to show confidence that the challenge can be overcome.

2. Acknowledge your team’s high engagement and assure the Korean teams that action will be taken promptly.

3. As a next step upon receiving a directive from Korea, have an informal discussion with local Korean teams to brief them on action steps that enable the team to work through what needs to be explored more deeply.

4. Follow up with email correspondence confirming the verbal discussion.

5. Allow a day or two for the Korean team to review your action plan. In many cases, the Korean teams are not familiar with local practices and the vocabulary used to describe Western technical nuances.

The local expat teams may also want to report back to Korea on progress. HQ leadership is ultimately responsible, so the better informed they are, the more trust they will have in local teams — Korean and Western — that the project will progress.

6. Remember that you may receive only some feedback promptly because of time differences.

7. Conducting informal daily updates to the Korean teams and sharing the steps undertaken with the local Koreans can also be helpful.

8. Even better is reporting positive accomplishments in your review process.

9. It is essential to address the potential trade-offs and risks as action steps leading to solutions and assuring the team that these steps will not impede the project and may, in fact, avoid costly setbacks.

10. Finally, having said all this, maintaining trust through strong relationships between Korean and Western local organizations is essential.

Q. What have Koreans told you about Americans? Work habits, commitment, etc.

A. If you ask Korean expats how they perceive Americans and Westerners in general, responses would be very positive and respectful, especially toward Western work ethics and work habits. Koreans see great value in American and Western teams providing them with new insights, perspectives, and best practices.

A. What might be covered in Korean business culture training?

I see the training as twofold — 1) providing teams with an understanding of the Korean partner’s affiliate company history, heritage ( challenges overcome), trends, and expectations! , and 2) sharing the Korean workplace and its norms, practices, and workarounds. One nuance I share is that Korean overseas operations can differ from those in Korea, something I am most familiar with. 

Above all, a best practice is to celebrate similarities and shared values when possible, along with instilling an awareness of and respect for cultural differences.

Addressing the team’s questions and concerns is also vital with issues, such as work-life balance, safety and quality processes and procedures, and Korean partners’ overall expectations.

Q. Anything else?

A. To conclude, the need for cross-cultural training programs for local employees and management is a high priority.

The assumption that local and expatriate teams can bridge cultural gaps through practical on–the–job experience might work with those few highly intuitive individuals with the exceptional ability to assimilate cultures.

What stands out in numerous studies, however, is the need for ongoing multicultural training, that can successfully impact people, especially those who need to quickly adapt to new or changing business culture and values, while fostering sensitivity and teamwork among all company members.

Finally, I have found a tiered service model — training, mentoring, and ongoing strategic support- to be the most effective approach for an organization. For leadership, they most often benefit from one-on-one coaching, too.

Don Southerton

Grinergy CEO: The biggest obstacle in the electric vehicle era is the battery!

Grinergy CEO

Translated by Don Southerton


— Lithium-ion batteries perform poorly in cold weather. Lead-acid batteries are not environmentally friendly.
— alternative, lithium-titanium compound, minus 30 degrees, withstand fast charging,
— buses, ships, heavy-duty ‘multiplier’ market can coexist with lithium-ion

Grinergy CEO
Grinergy CEO Sungpang ( Scott) Bang Photo Park Hae-joo

“There are several problems with batteries used in today’s vehicles. Lead-acid batteries are safe, but they pollute the environment and are heavy. Lithium-ion batteries lose their performance significantly when the temperature drops. I think there are batteries that solve these problems. I think the era will come when the existing battery market and new batteries coexist.” Grinergy CEO Sungpang (Scott) Bang

This is a startup that began with the idea that battery technology is a key issue in the era of electric mobility. In Silicon Valley, Sungpang ( Scott) Bang (47, photo)who worked at Tesla, Apple, Byton, and Hyundai, etc., and Samsung Electronics’ former COO Byung-hoon Jeong, who co-founded Grinergy in 2017, are the main characters.

They witnessed early on that the automobile industry was slowly shifting from internal combustion engines to electric vehicles, but they realized that current battery technology could not match the tasks that internal combustion engines are doing.

For example, there are problems in that the existing batteries under perform the internal combustion engine in heavy trucks that require strong output or in areas where more than half of the year temperatures falls below -10 degrees Celsius except in the summer.

For this reason, for several years since its establishment in 2017 Grinergy has  developed a secondary battery using Lithium Titanium compound (LTO). Currently, 5 patents related to LTO batteries have been registered and 6 
applications have been filed. Grinergy co-CEO Bang met with reporters in San Jose, California, USA and said, “LTO batteries are lead-free, so they are more environmentally friendly and work at -30 degrees.”

The typical case use is in electric vehicles and low temperatures. This is because Lithium-ion batteries that power vehicles instead of internal combustion engines perform poorly in low temperatures.This lithium-ion battery operates normally at 10–50 degrees Celsius, and its efficiency drops significantly when the temperature is higher or lower.

More so, in order to upgrade energy sources from internal combustion engines to electricity for transportation means that cars, trucks, heavy equipment, railways, and yachts operating in cold regions have no choice but to look for other alternatives due to the limitations of the existing Lithium-ion batteries.

On the other hand, LTO batteries are resistant to temperature, so they can be  charged at -30 degrees Celsius. “We are conducting due diligence evaluations of batteries with a [Korean] military base through a defense venture project,” said CEO Bang. The goal is to prove how much Grinergy’s LTO battery can perform even in cold weather.

In addition, Grinergy is providing products for Korea’s outdoor smart signs. The current batteries powering the smart signs freeze in cold weather and do not work properly.

Grinergy is also paying attention to medium-to-large transportation such as buses, ships, trains, and heavy equipment, markets that are urgently required to be electrified due to the soot and the pollution problems that pose.

In the case of transportation, it is important to increase the mileage by compressing the size and weight of the battery, but it is also more important to increase the output of energy in a short time. CEO Bang said, “Grinergy’s batteries have better performance for these special industries.”

There is a growing possibility that LTO batteries will replace lead-acid batteries used for starting in existing vehicles. Lead-acid batteries are widely used in automobiles because they are very safe. Even electric vehicles such as Tesla contain lead-acid batteries and are used for starting.

Lead-acid batteries are widely used in automobiles because they are very safe. 
Even electric vehicles such as Tesla contain lead-acid batteries and are used for starting the vehicle.

However, since the recycling of lead-acid batteries is often done in underdeveloped countries — breaking down of the battery into its raw materials — it causes not only environmental pollution issues but also poses health problems. CEO Bang notes he saw the environmental pollution problem of recycling this lead acid battery and thought about how to solve it.

Of course, LTO batteries are not without their drawbacks. CEO Bang said, “LTO batteries have 10~15% less capacity to the same volume compared to general lithium batteries. In particular, he predicted that lithium-ion batteries and LTO batteries would coexist in the future. CEO Bang explained, “The global battery market is worth close to $1 trillion, but half of the battery market is lithium-ion and the rest is lead-acid batteries.” He added, “LTO batteries can be charged at -30 degrees Celsius, can be charged more than 10 times faster than lithium-ion, and are eco-friendly, so there is a good chance of winning.”

[Silicon Valley = Reporter Shin Hyeon-gyu / Reporter Lee Sang-deok]
[ⓒ Maeil Business & mk.co.kr,]

https://donsoutherton.medium.com/the-biggest-obstacle-in-the-electric-vehicle-era-is-the-battery-56e8a63210b7

Haps Magazine–Commentary: “I think it is going to be battery power”

battery power

Battery Power. Michael Malone one of America’s best-known technology writers has taken a shot at predicting game-changing technology that will fuel Silicon Valley’s next round of growth.

In July 2021, Malone among other tech experts who spoke as part of the Computer History Museum’s CHM Live series on the resilience of Silicon Valley.

“I think it is going to be battery power,” he said. “There are some battery companies out there that are doing some interesting things.” Malone feels batteries may follow the path of other technologies and Moore’s Law.

Well-referenced, Moore’s Law states that we can expect the speed and capability of our computers to increase every couple of years, and we will pay less for them.

It’s noted that Gordon Moore co-founder and chairman emeritus of Intel had always said that, at a certain point, battery power, too, would be the limiting factor for future tech advances.

But, Malone has indicated, perhaps the time has come for battery improvements to escalate. “It is possible that batteries can get on the freight train of Moore’s Law,” he said.

“I think the next great invention is just around the corner.”

Not the only one to see the potential in batteries. Rodney Brooks, Panasonic Professor of Robotics (emeritus) at MIT, in his recent article The Battery Revolution Is Just Getting Started, draws upon the famous line from the 1967 movie The Graduate for an updated 2021 spin. “If I were to offer advice to an ambitious young graduate today, I’d have one word for her: ‘Batteries.’”

I’d add to not only at Silicon Valley, but to South Korea a hub of battery innovation, too.

About the Author

For nearly 30 years, Don Southerton has advised Korean firms doing business in the United States and globally. He has also worked with American firms’ M&A and FDI teams as part of their business expansions in South Korea. He currently serves as Chief Investment Officer for South Korea’s Grinergy.

Grinergy is developing leading-edge lithium-ion rechargeable battery technology for electric vehicles and other uses, with state-of-art safety, batteries with fast battery charge times, and improved cell power density. Grinergy has recently announced expanding operation to North America. Talks have also begun with potential POC partners, licensees and investors.

Source: https://www.hapskorea.com/commentary-i-think-it-is-going-to-be-battery-power/

Battery Power: a Grinergy Commentary

Lithium ion battery will only grow. South Korea Grinergy provides some solutions.

Battery Power Grinergy …Michael Malone one of America’s best-known technology writers has taken a shot at predicting game-changing technology that will fuel Silicon Valley’s next round of growth.herto

In July 2021, Malone among other tech experts who spoke as part of the Computer History Museum’s CHM Live series on the resilience of Silicon Valley.

“I think it is going to be battery power,” he said. “There are some battery companies out there that are doing some interesting things.” Malone feels batteries may follow the path of other technologies and Moore’s Law.

Well-referenced, Moore’s Law states that we can expect the speed and capability of our computers to increase every couple of years, and we will pay less for them.

It’s noted that Gordon Moore co-founder and chairman emeritus of Intel had always said that, at a certain point, battery power, too, would be the limiting factor for future tech advances.

But, Malone has indicated, perhaps the time has come for battery improvements to escalate. “It is possible that batteries can get on the freight train of Moore’s Law,” he said.

“I think the next great invention is just around the corner.

Not the only one to see the potential in batteries. Rodney Brooks, Panasonic Professor of Robotics (emeritus) at MIT, in his recent article The Battery Revolution Is Just Getting Started draws upon the famous line from the 1967 movie The Graduate for an updated 2021 spin. “If I were to offer advice to an ambitious young graduate today, I’d have one word for her: ‘Batteries.’”

I’d add to not only at Silicon Valley, but to South Korea a hub of battery innovation, too.

About the Author

For nearly 30 years, Don Southerton has advised Korean firms doing business in the United States and globally. He has also worked with American firms’ M&A and FDI teams as part of their business expansions in South Korea. An author of more than a dozen books on entrepreneurship and Korea he has been interviewed and quoted by Arirang Global Insights, The Economist, Bloomberg TV, The BBC World News, US Korea Connect, eFM Seoul, The Wall Street Journal, Korea Times, Yonhap, Forbes, CNN, and Fortune among other media.

He currently serves as Chief Investment Officer for South Korea’s Grinergy.

Grinergy is developing leading-edge lithium-ion rechargeable battery technology for electric vehicles and other uses, with state-of-art safety, batteries with fast battery charge times, and improved cell power density. Grinergy has recently announced expanding operation to North America. Talks have also begun with potential POC partners, licensees and investors.

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Christmas Holiday in South Korea 2020

Christmas Holiday in South Korea
Merry Christmas from Don Southerton

Christmas is a popular holiday in South Korea. That said, it is also seen as a distinctly Christian holiday. As the holiday approaches, you may wish to greet Korean colleagues with a common greeting. Sae hae bok man i ba deu say yo!

Hint: When speaking, break the greeting into: sae hae bok—mahne—bah deu say yo

Sae hae bok man i ba deu say yo! works well both in person, in a card, text, IM, or an email.

In fact, it is the best seasonal greeting for New Year’s, too.

With the time differences, plan to wish Korea-based friends and colleagues a holiday greeting no later than US/ Canada/ EU on Wednesday, December 23, 2020 …so Thursday Christmas Eve Day AM in Korea.

Questions on the Christmas holiday in South Korea business norms? Dsoutherton@bridgingculture.com

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Digitization of Hangul

October 9 is a National Holiday in South Korea—Hangul Day.  This digitization of Hangul commentary will provide some insights into not only Korea but their native written language.

The Hidden Driver of Korea’s Economic Success

Dr. Peter Wonsok Yun and Don Southerton, October 2020

Digitization of Hangul, Native Korean Language Script

The Digitization of Hangul–we often see terms like “Miracle on the Han,” that highlight South Korea’s economic rise after decades of harsh Japanese colonial rule and then the devastation of the Korean War.

With only determination and its people as resources, Korea became one of the world’s top industrial, export-driven economies. In particular, the main contributions to this success story include the nation’s emphasis on higher education, as well as the role of government and private investment in innovation, technology, and R&D.

Looking deeper, what may be missed is the impact of digitizing the native written language Hangul. Crafted in the mid 15th century during the reign of King Sejeong. Hangul linguistically is seen as a very logical and structured written language script.

Inspired by a vision to make Korea information independent

Jumping forward, it was in the early 1990s that a local Korean company, today’s Hancom Group, successfully developed a native word processing program for the Korean language.

As Hangul was created so that the common people could accurately and easily read and write the Korean language, so too, the word processing software allowed Koreans to communicate digitally. https://office.hancom.com/about/history/

Although the Hangul word processing software grew in popularity, by 1998, the company nearly went bust, even though it was considered a national treasure: the Asian Financial Crisis and software piracy had brought the company to its knees. 

Rival Microsoft which had only about 15% market penetration in office software at the time in Korea, offered $20 million to Hancom to stop producing its software and instead resell Microsoft’s localized Word program. 

For a small investment, Microsoft would have wiped out their main competitor in Korea, one of the few countries in the world that had still resisted wide adoption of Microsoft’s office suite.

When the news of the proposed deal offering surfaced, Koreans united in a national fervor and raised over $10 million through a campaign to save the company. 

In addition, the company’s near-bankruptcy brought the issue of software piracy under the spotlight. As a result, Koreans began to pay for their software and more began to adopt and use the Hangul software in Korea.

An Economic Driver

With the rise of globalization, and Korea as a nation leapfrogging economically, experts attribute much of the growth to the streamlining of both government policy and regulations. This was possible with a universally accepted digitalized Hangul well suited to the E-Government transfer of information. E-Government refers to a government that uses technological communications devices, such as computers and the Internet, to provide public services in a country or region.

This has also given Korea a strong competitive advantage—data management critical in the digital age.

Looking forward, South Korea today is at the forefront of AI and Cloud-based technology. That said, one may argue that many under-developed nations, most with their own indigenous languages, too, could follow Korea’s digitalization model. 

Globally, South Korea and key digital firms like Hancom are well-positioned to support this and similar new endeavors such as Mobility, EV and AI—as the Korean proverb noted—A Rising Tide Lifts All Boats. 

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Hammer Ready

As a trusted friend constantly reminds me, “Don, no one does what you do.”

Hammer ready

I strive to ensure success and sustainability in dealing with Korea-facing business partnerships through well-communicated expectations and cross-cultural understanding.

It also requires a unique skill set—groomed over decades working with an ever-changing Korea.

I like the story that shortly after an engineer retires, a machine at his former factory stops working. They try everything they can do to fix it, to no avail. Finally, the boss calls up the engineer and asks him to come in and fix it.

The engineer agrees to do so as a paid consultant. He comes in, walks around the machine, looks at a few things, takes out a hammer, and whacks the machine. It whirrs into life.

The engineer presents his former boss with a bill for $5,000. The boss says, “This is ridiculous! What did you even do? I need an itemized bill.”

The engineer provides a new invoice that states:

· Hitting machine with a hammer: $5.00

· Knowing where to hit the machine: $4,995

My work is knowing when and where to use the ‘hammer’, catching issues early and then as needed providing work-throughs as projects can so easily get sidetracked. In fact, many assume when initial talks and progress seem smooth things will continue to move forward—which is rarely the case.

It’s one thing, too, for those well experienced in global business who are now engaged in Korea projects to expect past experience in the West will be enough to work through what can be escalating challenges—but in fact what many will find out is that they are poorly suited to adapting and being flexible (a very Korea business approach and norm). At the very least, working through issues can become a very lengthy learning process. Both ways it time-consuming and costly.

My long-time approach when providing work throughs is to step back and look for underlying concerns and nuances that are easily missed. Then knowing the Korean processes and mindset work for a resolution. Again, this is more art than science.

To summarize, impasses are common in all business—but what may work in the West to overcome issues will take a different approach in Korea.

The best model is to constantly be aware and sensitive to what may be unfolding. Use less direct and non-confrontational ways to gain deeper insights into any challenges and be open to alternative approaches at work-throughs.

As always, I look forward to discussing any challenges as well as any questions you may have.

I’ll have my hammer ready, too.

Don