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Tag Archive for Hyundai
Norms and Expectations 2025: Part 2 Leadership Insights
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In this Part 2 Korean norms, I provide insights for Western executives, and in Part 3, I will share more with teams interacting with Korea.
As noted for global teams, steering the norms and expectations of the Korean workplace can be challenging. Furthermore, failing to meet expectations and, in many cases, misinterpreting situations is concerning. Although individuals may be very confident in their positions and way of doing things, they may never see their demise coming and will be blindsided.
Seasoned Korean executives are highly intuitive and sensitive to everything around them. They read situations and adapt. Little gets by them. In fact, few ever reach an executive level without such a skillset.
To share a couple of takeaways…
First, a Western executive is hired for two reasons based on their background and experience. 1) To do the job you were hired. And 2), to develop solutions, ideas, and workarounds. These solutions should include several options to present to leadership and, at times, ideas “out of the box.”
Next, I strongly recommend Western executives receive ongoing and frequent updates on Korea and the workplace, as well as coaching and mentoring. On-demand and weekly sessions can address questions and issues impacting your company and issues that surface.
As always, I am here to discuss… Let’s set a time to talk.
Check us out https://www.bridgingculture.com
Norms and Expectations Korea 2025
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For global teams, steering the norms and expectations of the Korean workplace can be a challenge.
Workplace norms differ less today in Western operations, as the international business model is common, despite some regional differences.
That said, Korean domestic companies and headquarters follow a Korean business model. However, as I have shared in articles, podcasts, and books, change has occurred, such as casual dress.
Today, however, we may observe that recently assigned Korean expats still adhere to the traditional model, at least in their interactions with the Korean team and in daily correspondence with Korea. Most notable is their use of titles with Korean teams and seniors, as well as their quiet, respectful demeanor with upper management.
This difference between Western business industry norms and today’s accustomed practices and those of Korea and their operations can sometimes be challenging.
First and foremost, although local leadership manage their operations, they still need to report to a Korean HQ. In the past, it was the expat’s responsibility, and there was an expectation that reports would be formatted according to SOP HQ guidelines.
Next, with more direct meetings between Western teams and Korea, time differences can be challenging, especially for pressing issues that need immediate action. These often occur with time differences overlapping late in the day, and when Koreans at the HQ arrive at work. This can easily push discussion into the evening for local teams. And, in the past, with expats interacting with Korea, they often stayed late into the evening and even overnight.
So, what are the workarounds?
I recommend that 1) Western leadership receive ongoing and frequent updates on Korea and the workplace, as well as coaching and mentoring, where questions and issues impacting their company and work can be addressed.
And 2, the local team also needs immersion in Korean business norms, practices, and expectations—both in general and specifically with their home Korea Group and its sister companies. Norms can vary, for example, between Hyundai, CJ, Samsung, LG, SK, and their startups. Moreover, Korea is constantly changing.
As always, I am here to discuss… Let’s set a time to talk. https://www.bridgingculture.com
The Shift – The Korean Business Model: Build from Within or Through M&A
By Don Southerton
Trusted Korea business advisor, culture coach, mentor, and consultant. Hyundai Whisperer…Incheon-IFEZ
A shift in support, coaching, and onboarding for Korean businesses.
In a conversation with a Korean American colleague supporting one of Korea’s top groups, our discussion shifted to the changing business model and the Chaebol’s newer approach to overseas development.
For example, early entries into the US and North America dispatched teams of expatriates to set up and manage their local operations. Although local teams were responsible for operations, Korean expatriates, often called Coordinators, acted as shadow management with considerable oversight, especially in Finance.
Moreover, as in Korea, the business model was to create their own local sister subsidiaries in marketing, IT, logistics, manufacturing, and design.
Today, many Korean groups new to the US market have taken a different path: acquiring their first entrants through M&A and building their local organizations through acquisition.
In most cases, Korean expats typically work on more temporary assignments and liaise with the Korea HQ.
Getting back to my conversation, much of my earlier work with Korean Groups involved providing support to local Western leadership and teams on how best to interact with the expats who, as I mentioned, had considerable oversight and could override well-thought-out decisions.
Today, we have observed Korean groups significantly reducing the dispatch of expats, although a few divisions still adhere to the old model.
What stands out today is the shift away from embedding expats with divisions acquired through M&A or partnerships.
There are still challenges. First and foremost, although local leadership manages their operations, they must report to a Korean HQ, and their teams must interact with Korean counterparts. The time difference is the least of the challenges.
This then requires a deep understanding of Korean business norms and expectations, which are vital for smooth global operations.
I recommend that 1) Western leadership be provided with ongoing coaching, frequent updates on Korea and the workplace, and a coach or mentor to discuss questions and issues that impact their company and work.
2) The local team needs immersion in Korean business norms, SOP, practices, and expectations… in general and with a specific Korea Group—and even their sister companies. Norms do vary, for example, between Hyundai, CJ, Samsung, LG, SK, and their startups. Not to mention that Korea is constantly changing.
As always, I am here to discuss… Let’s set a time to talk.
Don
Korea Business: Executive and Group Workshops
We offer a full suite of programs, from executive-level Coaching to our popular group Korean Business Culture Workshops for the team and 6-week one-on-one individual classes.
Time proven since 2003.
All our courses provide participants with deep insights into Korean business, whether new hires, on a team assigned to Korea-related projects, or those of you who have been engaged for a long time.
Contact me today for the Executive, individual coaching, or group workshops.
All are excellent programs for anyone who works with Korea or Korean teams.
The classes will be solution-oriented and highly interactive, including Q&A and timely topics.
Call, Text, EM, or Message to discuss what program fits best…. Don
310–866–3777 Dsoutherton@bridgingculture.com
By the way, I invite you to visit our looping Korean business livestream 24/7.
https://youtube.com/watch?v=yJgVxVtG7JA%3Fsi%3DlR-xN6FH7qcvy2Ya
Your 24/7 Korean Business Livestream
I invite you to visit our looping Korea business livestream 24/7.
Current programming picks include:
The Business Insider
Blindsided
Korean Decision-making
10 Korean Culture Business Insights
Korean Business: Communicate Better, Yes and No
Korea 101
The Savvy Insider
Korean Business- Similar But Different Norms
The Other Side of Don Southerton
With more programming added daily.
Enjoy.
Korean Decision-making: A 2024 Update
Hi Don Southerton here…
It’s common for a Korean company’s leadership to decide on direction and major issues. These can range from a shift to Smart Manufacturing to greater SWP (software-based production) or a new business line. In turn, they can request a TFT (task force) and local teams to gather and prepare needed information.
Then, if approved, the dedicated staff will report back to HQ on implementation and progress.
In cases where overseas leadership and teams hope to offer an idea, new service, or program, local Korean and Western management’s role is to prepare—gathering supporting information, the reasoning behind, and ROI, then sharing it with the appropriate senior team members, who are often in Korea.
The local opinion is valued, but review and final approval may come from Korea.
My suggestion…
When conducting a meeting where a decision must be made, please know that your local Korean team(s) will have a significant say in the outcome. This may include both the operations and finance teams. Their primary concern will be risk.. so do your best to mitigate.
Since the topic and subject matter may be new to your Korean team, I recommend you share the needed background documents (best provided in PPT format) before any meetings.
In addition, have an informal pre-meeting Q&A with the Korean team leader to brief and update them on any specifics. Note: they may need a day to review proposals and agreements, so timing is critical.
Even in the best cases, expect that the Korean team may want to postpone any decision until they can carefully review and perhaps confer with Korea. I suggest all documents and meeting PPTs be immediately forwarded to the Korean team. I’d create a sense of urgency with a timeline for execution and implementation.
Regardless, expect some delays and be patient. Over the years, I’ve found that Korean teams appreciate when their overseas co-workers recognize that the internal approval process takes time and be ready to offer as-needed supportive data or documents.
In our next edition, we will examine the 2024 Approvals. So stay tuned and follow our Newsletter and YouTube videos.
Are you engaged in high-priority projects or business proposals?
I can give you some perspective to make sure it works well. Let’s talk.
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Until next time, this is Don Southerton wishing you all the best.
Korean Business: Getting to Solutions
Don Southerton here…I work with Korean and Western teams daily.
It’s common in Western meetings to first discuss the issues, some background, and potential repercussions as part of the work-through
Then, after discussions—sometimes at length—the team will ponder what steps must be taken, including individual input with a range of choices and potential countermeasures, all of which may require more thought and pushing things to further discussion.
In contrast, Korean teams are aware of the issue and prefer to focus talks on the solution and immediate steps, then report these plans and actions to leadership.
When tackling an issue, I recommend a collaborative approach in which teams are transparent, clearly state the challenges, and agree that potential downsides may exist.
Then, it’s best to move on quickly and devote the meeting to actionable steps and a solution-oriented discussion.
Streamline
In advance, solution-oriented talks can be streamlined by sharing a PowerPoint that states Point 1—the Issue—and Point 2—any concerning downsides—and then asking for feedback.
For the meeting limit or sidebar, any deep discussions on either point, ask the team to dedicate the meeting to Point 3—actionable and solution-oriented steps.
Timeline for Execution
The final step for any meeting is to determine and set a feasible timeline for execution and outcomes.
This is very important, as it will give the Korean team deliverables to report to leadership—a norm and expectation.
Questions, comments, just ask.
I, too, am always open to new projects and opportunities.
To schedule a time to talk, please use my Calendar.
https://calendly.com/dsoutherton
Again, this is Don Southerton wishing you all the best.
Call 310-866-3777 or EM Dsoutherton@bridgingculture.com
Team-level Korean Business Culture programs
Don Southerton here…
Cultural differences can create misunderstandings and stress, impacting productivity and smooth business operations. Cross-cultural education is recognized as the chief solution to workplace challenges.
We have a long history of training executives and teams in a wide range of Korea-focused mentoring, coaching, and strategy services.
We offer a six-week Korea 101 Korean Business Culture program for teams. The theme is “Working within the Cultures.” The cost is US $4800.00.
Additionally, we provide situational mentoring and coaching as needed on issues that surface, focusing on negotiations and meeting expectations.
The workshops and mentoring aim to build upon the team’s experiences while providing new understandings.
We invite you to schedule a time to discuss the details using our Calendar.
Again, this is Don Southerton wishing you all the best.
https://calendly.com/dsoutherton
Dsoutherton@bridgingculture.com
Call or Text +1-310-866-3777
Navigating Norms and Expectations in the Korean Workplace
by Don Southerton
I updated my article in Branding in Asia https://www.brandinginasia.com/navigating-norms-and-expectations-in-the-korean-workplace/
South Korea’s corporate landscape reflects deep-rooted cultural values shaped by Confucianism, hierarchy, and collectivism. For expats and those engaging with Korean companies, understanding unwritten workplace norms is essential to forge strong relationships and succeed professionally.
1. Confucian Foundation: Hierarchy, Authority & Respect
Hierarchy in Korean firms is grounded in Confucian ethics: age, seniority, and title matter greatly. Communication with supervisors should be formal and deferential. Jondaemal (honorific speech) and addressing colleagues by their titles—such as “Kim Bujangnim” (Manager Kim)—demonstrate respect.
2. Communication Style: High‑Context & Indirect
Korean business communication is high-context, relying heavily on tone, body language, silence, and context rather than explicit statements. Criticism is almost always delivered indirectly—phrases like “we’ll consider it” may signal disagreement. Avoiding direct “no” preserves harmony and balance (“kibun”.
3. Teamwork & Collective Culture: “Uri” and “Inhwa”
Collectivism is central in Korean workplaces. The concept of “uri” (우리, “we”) emphasizes group over individual success, while “inhwa” reflects the value placed on internal harmony and consensus. Decisions often involve multiple unofficial steps and internal alignment before formal meetings. Building strong group cohesion is more prized than pushing an individual opinion.
4. Work Hours & “Hoesik”: Commitment Beyond the Office
Many Korean companies embrace the “pali‑pali” (“hurry‑hurry”) mindset—fast pace and urgency characterize daily operations. Despite limits like the 52‑hour workweek law introduced in 2018, extended hours and staying until senior management leaves (“face time”) remain common practice.
Hoesik (회식), or after‑work gatherings, play a pivotal role in team bonding. Whether dinners, karaoke, or casual outings, participation—even if optional—signals commitment. Drinking culture remains prevalent, though declining amid legal reform and growing awareness on gender and consent issues.
5. Etiquette & Nonverbal Norms
6. Leadership Style: Paternalistic & Harmony‑Driven
Korean leadership often balances a paternalistic style with a heavy emphasis on maintaining group harmony. Leaders may avoid confrontation to preserve unity, while expecting loyalty and shared responsibility from team members. Feedback is typically private and tactful, especially when addressing sensitive issues—public critique is avoided wherever possible.
7. Mental Health, Work‑Life Balance & Reform
In recent years, South Korea has faced scrutiny over high stress, excessive overtime, and workplace bullying. Major companies are responding with internal mental health programs and regulatory compliance following reforms like the 52‑hour workweek and anti-bullying laws(Financial Times). While large firms leading the way offer counseling and wellness programs, progress in smaller companies lags, and performance pressure remains strong(Financial Times,).
Final Thoughts
Success in the Korean workplace goes beyond understanding a list of rules—it requires tuning into the values of respect, loyalty, and collective harmony. By embracing local etiquette, nuances in communication, and the importance of group cohesion, international professionals can build trust, foster productive relationships, and truly integrate into South Korea’s unique business culture.
Questions? Just ask…