With the release of Korea Facing: Secrets for Success in Korean Global Business feedback and comments have been very positive. In some cases, global teams are sharing the book across their organization as a tool to better educate staff on the nuances of their Korea-based company. We’ve also been interviewed by Seoul’s tbs eFM “This Morning” show, (an on-demand link to the talk is forthcoming) with more media interviews in the works…
One common question is how to access the book? There are several options.
Option #2 A PDF version is available upon request.
Option #3 Kindle or Nook.
Option #4 Amazon, which offers the book in eBook and Print versions.
Questions, Comments, Feedback? I’d be interested in your thoughts.
As always, if you or your company has need for my consultancy, please let me know by email or Phone +1-310-866-3777. We’re always interested in learning more about your business needs and opportunities.
For Immediate Release Denver, Colorado January 1, 2013 Korea global business expert Don Southerton has released his latest new publication, an eBook titled Korea Facing: Secrets for Success in Korean Global Business. Southerton notes “With ever-growing number of people employed by Korean-based companies outside of South Korea, this book will provide western teams and management with a strategy and skills to succeed.” Topic covered in the ebook include working with Korean expatriates, managing business partnership expectations, and understanding the Korean decision making and thought process.
Readers will find Korea Facing differ from most books on Korean business with the target audience global teams working outside South Korea and not those employed in Korea, although they, too, will benefit from its content. The author further explaining, “Likewise, if your firm provides services or products to a South Korean overseas subsidiary this book will be beneficial and offer tactics to strengthen and maintain the relationship.”
Finally, Southerton points out a third group that will benefit, ” If your company has significant business in Korea, but leadership and headquarters are located in the West, the book will offers key management suggestions on how best to deal with pressing issues and challenges that surface.”
The eBook is available through iBook, Kindle, Nook, and Amazon. A complimentary PDF version is available upon request. (Just email me, dsoutherton@bridgingculture.com)
About the author When Fortune 500 companies, top Korean Groups, leading international law firms, the media, and elite consultancies like Bain and Monitor look for Korean-facing branding, business strategy, coaching, market-entry, and advice-they turn to Don Southerton. With over 35 years experience, Don Southerton is the definitive authority on Korean-facing global business and branding–from automotive, golf, and QSR/food sectors to New Urbanism and Green technology. When questions surface in development, launch, or fulfillment, we provide sound research, solutions, and comprehensive strategies.
Building on a life-long interest in Korea and the rich culture of the country, Southerton has authored numerous publications with topics centering on culture, new urbanism, entrepreneurialism, and early U.S.-Korean business ventures.
Southerton extensively writes and comments on modern Korean business culture and its impact on global organizations. ###
By Don Southerton, Editor Like most Asian countries, South Korea has two different New Years—one that follows the solar calendar and one that uses the lunar calendar. Traditionally the lunar New Year’s, called So-nal, has greater cultural and familial significance (In 2013 it will be celebrated on February 9-11). Both are legal holidays.
As for the solar New Year’s celebration, in 1896, as part of reforms instituted to Westernize and modernize Korea, the Gregorian calendar was adopted, along with some of the West’s holidays such as the January 1st New Year’s celebration.
Today I find Korea’s celebration of New Years similar to celebration in America. For example. Koreans make New Year’s resolutions where they promise to exercise regularly or eat fewer sweet things—such as chocolates and candy.
A popular resolution every year is to study harder to improve English language skills—a skill seen as much required and needed in the global workplace.
It’s appropriate to wish your Korean colleagues a seasonal greeting prior to the holiday, just as you will wish your non-Korean friends “Happy New Year’s.”
The New Year’s greeting is “Sae hae bok mani ba deu say yo.” It is a great phrase to learn because it will also be used again at the lunar New Years celebration in February.
Korea Facing: Secrets for Success in Korean Global Business By Donald G. Southerton Publication Date: Late December 2012
Over the years, book projects like Korea Facing along with the required research have played an important and synergic role in Bridging Culture Worldwide coaching, consultancy, and training programs. This includes sharing topics such as working with Korean expats, managing business partnership expectations, and understanding the Korean decision making and thought process.
About the new book This book differs from most books on Korean business. Frankly, the target audience is not those working or looking to be employed in South Korea, although they will benefit from its content.
The focus is instead on the ever-growing number of people employed by Korean-based companies outside of South Korea. This book will provide you with a strategy and skills to succeed.
Likewise, if your firm provides services or products to a South Korean overseas subsidiary this book will be beneficial and offer tactics to strengthen and maintain the relationship.
Finally, if your company has significant business in Korea, but leadership and headquarters are located in the West, we offer key management with suggestions on how best to deal with pressing issues and challenges that surface.
About the author When Fortune 500 companies, top Korean Groups, leading international law firms, the media, and elite consultancies like Bain and Monitor look for Korean-facing branding, business strategy, coaching, market-entry, and advice-they turn to Don Southerton.
With over 35 years experience, Don Southerton is the definitive authority on Korean-facing global business and branding–from automotive, golf, and QSR/food sectors to New Urbanism and Green technology. When questions surface in development, launch, or fulfillment, we provide sound research, solutions, and comprehensive strategies.
Building on a life-long interest in Korea and the rich culture of the country, Southerton has authored numerous publications with topics centering on culture, new urbanism, entrepreneurialism, and early U.S.-Korean business ventures.
Southerton extensively writes and comments on modern Korean business culture and its impact on global organizations.
Supporting Korean overseas teams (ju jae won) and their Korean executives is a must for all Korea-based organizations. The assumption that expatriates 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. However, what stands out in numerous studies is the need for training. In particular the need for a training program that can successfully provide insights into new business cultures and values, while fostering sensitivity and teamwork among all members of the company.
An effective eLearning program for Korean expatriates can help bridge gaps while supplying needed skills and knowledge.
Based on years of working with western and Korean expat teams, we have developed an eLearning program to address issues that commonly occur in the American and global workplace.
The benefits of the eLearning program include:
1. The training is designed to be self-pacing with the ability to go back for a second time to review a specific section. This will result in better comprehension and higher retention of course content.
2. Flexibility–Unlike instructor-led training the course is highly accessible. This allows the participant to fit the training into their schedule.
3. Finally, this eLearning offers an opportunity to grow. The course content will add to the participant’s understanding of the differences in global business, improve communication with local teams, and make them more effective in fulfilling the assignment.
Outcomes
Although there is bound to be some friction between expatriate and host country cultural values, a successful cross-cultural and localization training program accomplishes:
1. Awareness and appreciation of both the home and host country with the ability to gain an insight into one’s own personal traits, strengths, weaknesses, attitudes, and interests.
2. Realization of similarities and shared values, along with an awareness of and respect for cultural differences.
3. The ability to adapt to new cultures, ideas, and challenges on the job and in the home, while adjusting quickly to new conditions and workplace practices.
Next Steps
Further details on theKorean Expatiate Global Business eLearning Series is available upon request. This includes a Table of Content, course outlines, and fee rates.
After posting weekly Korea Facing updates over the past few months, I thought a short resource recap was timely. In part, with many readers demanding schedules and oceans of daily emails, some topics of interest may have come and gone unread. We have also added a substantial number of new readers since Korea Facing’s launch.
Here are the topics and direct links to each of the articles.
Why hire local western teams? One challenge for Korean multi-national Groups has been launching overseas operations and staffing the local branch or subsidiary. As noted in previous updates, Korean overseas subsidiaries have Korean management assigned to the host country. The general term for these representative employees is ju jae won. The Korean model has a rotation cycle where teams and executives are assigned to overseas divisions for 3-5 years. They then return to Korea for reassignment with a replacement expected to take over-often with little preparation. Skills and experience vary.
Several years ago, in a group session I hosted for Korean and western senior managers the discussion turned to the “role” of the westerner teams in project development. The local western teams felt very under-utilized and wanted to contribute more. This, of course, led to considerable frustration, because the westerners previous employers had utilized their experience and expertise.
Pondering for a moment during the discussion a senior Korean pointed out that local input was respected, but perhaps feedback needed to be better communicated. The Korean manager went on to explain that his team knew how to do things “Korean style”…., but what was needed were other ways of approaching problems. Even if those ideas were not adopted, senior management reviewed those options and took them into consideration. In fact, Korean leadership had high trust in the local teams and their judgement…They hired local teams to provide much needed expertise and know-how.
Listening attentively, one of the western managers, grinned and as I recall, thanked his Korean co-worker for sharing and promised he’d convey the message to his team. He also wished he’d known this 2 years earlier, since it would have reduced lots of stress in his department.
On a similar topic… I have noted that unlike in Korea where there is considerable internal promotion, Korean overseas operations often do not fill new positions from within the local organizations. Again it’s not under-valuing local talent, but the belief that hiring New people will bring New ideas.
BTW The same is true for vendors and service providers-at times new partnerships are sought to replace a long standing provider. The thought behind finding a new firm is that it can bring new resources, ideas, and innovative solutions.
My note to Korean teams and management Take time to provide your local western teams and management with feedback-good or bad-when they contribute time and effort on a project. Sharing details on how their work impacted a project will go far in improving relations and morale, which leads to higher productivity.
Questions? Comments? Feedback (yes, I appreciate feedback, too).
Over the years, I’ve shared much on business norms and expectations with Korean, American, and global teams and management. I, too, have learned much in exchange. In fact, I’ve been fortunate to have a number of senior Korean leadership share their opinions and thoughts.
Last year I was asked by a Korea client to find out if a successful and high profile American brand was interested in the Korean market. If so, the Korean firm would like to be considered as a potential partner. After talking to the American brand’s founder and CEO, he politely shared that their plans were to focus on the US market. Any Asia expansion would not be for at least 2-3 years.
Several month’s later while they were visiting the US, I hosted the Korean client’s Chairman and his wife at a VVIP lunch meeting. Over the meal, the Chairman’s wife quizzed me on my progress with the American brand. I explained that the US brand’s founder and CEO was polite, but they were not currently looking at Asia and Korea.
Pausing a moment, the Chairman’s wife expressed that their Group was still very interested in the brand for Korea. She then hoped I’d keep trying and not take “no” for an answer; adding firmly that sometimes we need to “Knock on the door a hundred times!”
I came away with 2 insights worthy of sharing…
1. My Korean client’s success was evidently rooted in their perseverance and not taking “no” for an answer. A trait I find in many of the top Korean Groups.
2. That the company’s success was also due to the Chairman’s wife–a strong and influential woman who has gained my respect and esteem. Take away When challenged with an issue, situation, or problem…we need to “Knock on the door a hundred times.”
BTW… I hope all is well. Let me know if you have any pressing questions or issues. I’d be happy to share my thoughts and perspective.
