Korean global business can come with some serious challenges, especially if dis-connects between teams are left unchecked. With mentoring, coaching and a strategy, it’s possible to reduce these ills, and greatly improve morale and operations. So what are some of the common issues? I have listed 4 that surface often, and frankly I deal with and provide solutions.
1. A common perception is that the allegiance of Korean expatriates assigned to a local subsidiary is to the Korean HQ over local matters. This in turn drives their actions to the detriment of the local operations.
2. Another overarching issue is Trust, especially with the sharing of information. Many feel it is one-way (Korea requesting data and reports) but little feedback from Korea. It can even be perceived that little or poor communication exists even between HQ departments, or with their sister affiliates and suppliers.
3. Koreans assigned to local operations need to be more receptive to change, and be more 50-50/ give and take in interactions.
4. Local teams were hired with expectations “to Do something– Build something Grand. “ Seeing little progress this can lead to poor morale at local operations and can result in the high turnover of employees. Some feel it also taints the ability of local operations to recruit new team members within their respective industry.
Again, these concerns can be addressed and mitigated. It’s what I do. Would you like to schedule a time to discuss your needs?
To facilitate and with my rather demanding workload and travel, Stacey, my personal assistant at stacey@koreabcw.com can schedule us for a time.
Supporting clients and their challenges requires getting to the core issues. It’s distinguishing between what are the organizational and what are the cultural impasses then providing practical solutions and work through’s.
Much of my work is first listening carefully to clients and their challenges. Equally valuable is walking around the corporate offices, observing and capturing multiple viewpoints. Nothing beats being onsite. Nothing beats getting face to face.
Too often, I find challenges as murky, complex and layered with frustrations, so a deconstruction is needed. Not to mention there is a growing Korean business dimension to an overseas operations.
In most cases I bring a fresh perspective—one rooted in years working with Korea-facing business. I’d like to share that in addition to mentoring, I have recently began to work directly on specific and very select high profile projects with clients. To often an initiative that can dramatic improve local operations fails to get the needed support or approval from Korean local leadership or from the mother organization in Korea. I work to ensure these proposals get taken seriously.
Don Southerton, CEO and president of Bridging Culture Worldwide, a global consulting firm that focuses on Korea business ventures, is one of 10 companies that rents and operates from Perc. Photo by Amy Woodward
In Korea Perspective, which I released at the beginning of the year, I discuss the complexity of the Korean workplace.
What stands out in Korea facing work is the innerconnectiveness of their workplace. Author Richard Nisbett describes the concept well in The Geography of Thought:
To the Westerner, it makes sense to speak of a person as having attributes that are independent of circumstances or particular personal relations.
This self— this bounded, impermeable free agent—can move from group to group and setting to setting without significant alteration.
But for the Easterner (and for many other peoples to one degree or another), the person is connected, fluid, and conditional…
The person participates in a set of relationships that make it possible to act and purely independent behavior is usually not possible or really even desirable.
Since all action is in concert with others, or at the very least affects others, harmony in relationships becomes a chief goal of social life.
In addition philosopher Donald Munro pointed out that East Asians understand themselves in “their relation to the whole, such as the family, society…” I would include the workplace in Munro’s paradigm.
An Example
The Korean workplace is a complexity of interrelations. Decisions must consider relationships and the impact to the organization. To share an example from a global project in which I was engaged, a meeting concluded following a high level presentation to division heads with the Korean leadership pleased, but deferring decisions until they “internally discussed.”
To the dismay of the Korean project leads in the days following the presentation assignments for portions of the project were distributed to a number of departments. In private the project’s lead team was not pleased but accepted the mandate. There was no recourse since the parceling came from leadership. The team did not wish to create an issue despite knowing that the other teams with only domestic Korea experience were poorly equipped to handle the global assignment. Following the cultural norm, the lead team accepted the situation and sought to maintain harmony above all—even knowing their project would suffer.
Where to begin? What are the essentials to better understanding the Korean mindset with regard to Korean business? I fall back on to three fundamentals
Hierarchy—place and order
Hierarchy is one of the most distinguishing characteristics of Korean culture and deeply embedded in the Korean workplace in Korea and overseas.
Reaching back to Korea’s Neo-Confucian past, social stratification is apparent in Korea’s top companies. More so, South Korea’s authoritarian military regimes of the 1960s, 70s, and 80s reinforced the model.
For Koreans hierarchy brings place and order to society and the workplace. Unlike the West, within this hierarchy no two individuals have the same place within the social matrix–age, education, family, employment and title /position with a company or organization determining where one stands within this matrix. So deeply does it impact Korea that rankings from one’s class standings to consumer rating of the major Group global brands matter considerable.
Status—Upmarket and Lux
Traditionally Korea was a status conscious society. For the elites this manifested in a wide range of status markers from Celadon pottery, refined behavior, ritual robes, distinct cuisine, and table manners. Today a former rigid class structure no longer dominates—class distinction and status more determined by one’s education, employment, job position, and personal income. More so, we have seen considerable upward social mobility within Korea—a direct results of the nation’s economic successes.
Going hand and hand with the upward mobility has been the demand for luxury and premium goods and products. In fact, these (most often Western) lux items have taken on the role of status markers. This list can include designer eyeglasses, handbags, and watches, as well ties, scarfs, belts and name brand clothing.
Although some Koreans have shown concern over the desire for pricey goods, in the eyes of many Korean customers, the more expensive and the rarer, the more desirable the brand. Consumers equate value with a high price tag.
All and all what we see unfolding is an ever growing demand for upmarket goods and product in Korea—this consciousness driving a repositioning of Korean brands globally, too, — Korean brands wishing to be seen as premium and among world’s leading consumer goods from cars to home appliances to electronics.
Generations—shared experiences
South Korea’s dominant age groups have great impact on Korean business culture, so there is value in understanding the differences in Korean generations. In South Korea, a generational group is defined more by its shared experiences than by a specific number of years.
For instance, older Koreans (50:60ers) who lived through the Korean War and its aftermath are more conservative, strongly allied with the U.S., and uncompromising towards North Korea.
In contrast, a group called Generation 386 (a phrase coined more than a decade ago, and comparable in some aspects to American baby-boomers) grew up in a period of great student unrest and tend to be more socially conscious and liberal than their forbearers. 386, no longer literally accurate term, stands for Koreans in their 30s in the late 1990s, born in the 1960s, and educated in the 80s. (Re-coined now as 486’s in some circles.)
A third generation of South Koreans, those in the age group of 26-35, is commonly referred to as the New Generation or Shinsedae. Many of this group have studied abroad, worked most of their careers on overseas support and projects, are fluent in English (and often another language or two), and have a global perspective.
This group grew up after the 1997 economic meltdown in Asia, which strongly impacted South Korean culture. This younger generation of Koreans is less concerned about ideology and more pragmatic. Their primary concern is finding a job. They are also a strong “gotta have it” consumer class and individualistic as a result of the impact of globalization, the Internet, television, and the high percentage of students who attended U.S. schools and universities.
All three noted, I see hierarchy, status and generations as a lens to better understand the Korean mindset, both within their society and in the workplace across their global organizations.
For more insights, questions or comments, I am available to discuss.
In a June Vodcast I shared a “short answer” describing my work consulting for CEO and C-level management as well as the teams.
My short answer has been what client and long friend, a CMO for a major company best described my practice to others as Everything Korea… I also like having been introduced as “ a high power consultant” or Don is “the guru, the guy CEOs want to have their voice heard with…
In particular, I provide counsel and solutions based on my years working with Korean business—a good part in the international expansion into new markets and the challenges that surface.
I also shared why I post weekly Vodcasts, frequent media commentaries, case studies as well as books on Korea facing topics. They all serve as channels to educate and inform.
This said, in my consultancy each engagement needs to be approached on a case-by-case basis—no two situations identical.
If you feel you might benefit from my Korean business insights, I’ve blocked out my availability to chat and discuss…. Just go to http://www.meetme.so/southerton
In closing, I’ve included a “Long Answer” List of varied media resources and interviews that share and highlight the scope of my work as well as advise for Korea facing companies.
Links
Wall Street Journal Korea Real Time
“Southerton Advises Non-Koreans in Overseas Korean Offices”
It’s hard not to be a watchdog for Korean facing issues that grow in concern and could potential have a global impact on the organizations and clients I support.
In an interview for an upcoming segment for the Korean media show “Koreascape” on globalization, I was also asked for my opinion on the recent drama within Lotte, Korea 5th largest chaebol over control of the Group. The host Kurt Achin, a seasoned journalist, shared concern over the bold move by one of the Founder’s son to take control of the Group, which has drawn considerable media and popular notice to the ongoing issue of succession among the chaebol. This media attention has not only been limited to Korea, but showed up on Page 1 of the WSJ as well as AP and the other leading wire and new service. [BTW Lotte is Korea’s largest retail, distribution, tourism and construction Group with a growing international presence and annual sales estimated at more than $100 billion. Also, Chaebol is a common South Korean term for their conglomerates, often multinational, global enterprises led by a Chairman and in most instances family controlled.]
This brings us to a media summary on the topic of Korean Family Succession, as well as a FAQ sharing my thoughts.
To prefix my comments, in her book, How to tell your story so the world listens, Bobette Buster author and USC Adjunct Professor notes:
“It has been said that Industrial Age ended after the end of World War Two. Then, it was superseded by the Age of Information via the computer, the 1960s boom in Madison Avenue advertising…and television. Then with the Internet boom of the 1990s, there followed in 2003 with viral explosion of the social media. With this a new deceiving conceit arose: anything worth knowing is available at our fingertips. This immediacy has curiously, made people less curious about discovering the world, at least to any depth.” The author then points out; we often “… know the facts, but not the context in which they happen.”
Let’s start with what we know and specifically fueling so much concern, and then I will share some context in a FAQ.
An editorial on the Lotte controversy in Yonhap, the Korean newswire service, writer sums up popular sentiment:
“Koreans are sick and tired of these internecine fights when the managerial control of a chaebol moves between generations.” More so, “who will succeed a family decision, rather than a formal shareholders’ meeting.”
Fuel to the fire… In July, amid considerable media attention, Samsung C&T and Cheil Industries agreed to an $8 billion merger that essentially consolidated the Samsung Group’s Lee family sway over Samsung Electronics, the Group’s flagship. This move sparked the ire of activist shareholder Paul Singer, CEO of U.S. hedge fund Elliott Associates. The American firm publically felt the deal would undervalued their substantial stock holdings in Samsung C&T while overvaluing Cheil to the benefit of the Lee family successor. Samsung rallied their supporters to win over Elliott in a heated vote.
Noting, I have prepared a three point FAQ look at context behind Korean succession, past and present.
1. What’s driving Korean family succession?
Looking back, Korea’s chaebol model is strongly rooted in their past. Neo-Confucianism, the dominant secular ideology of the nation going back to 1392, required all government officials and bureaucrats to pass rigid civil service examination for local, provincial or court positions. The Korean monarchy was the exception, male primogeniture used to determine the next ruler. Likewise, within Korean families, the eldest son and his descendants take precedence over siblings and their descendants. Elder sons took precedence not only over younger sons, but all sons took precedence over daughters—even elder daughters.
With the modern era and end of Japanese Colonial Rule, Korean business groups emerged. Family run, they gained considerable momentum during the 1960s, 1970s, and 1980s under the state-run policies mandated by the government.
At times this was a love/ hate relationship between the Groups and Government—with transfer of family wealth becoming an issue as the first generation of Founders handed over control to their children.
It is here we also see the first controversies surface. Following Korean traditional Confucian norms that dictated the eldest son be granted control over the family holdings as the next patriarch in some cases as with Samsung and Hyundai, a sibling or relative other than the eldest was selected by the Founder. In some instances, the elder sibling(s) fell out of favor of Founder, while in other cases a younger son assumed the role following the death of an elder son or if there was no son, a relative would take control.
2. How is the recent merger at Samsung associated with succession?
A second set of issues with wealth transfer centers on inheritance taxation—a tax levied up to 50% of the patriarch’s assets. To avoid the hefty tax, defacto holding companies allowed the second generation to gain control over the Groups with a marginal investment and little direct inheritance of the patriarch’s holdings.
As we move into a 3rd Gen of family control Groups like Samsung and Hyundai Motor have been engaged in similar lengthy and well orchestrated fiscal moves to transfer wealth and control. Much of this is through merging smaller companies, which the future successor has a substantial interest, with a larger Group’s firm, gaining control with no investment of monies. i.e. Samsung C&T and Cheil Industries.
A second method is work funneling.
In this process, Korean chaebol families have considerable ownership stakes in many of the privately held sister companies.
Next, the other subsidiaries give these smaller companies a huge amount of business to increase their revenue. Finally, these smaller companies grow considerably over time and can move to an IPO or sell some of their holdings to outside investors. i.e. Hyundai Glovis and Innocean Worldwide.
The families can then use the revenue stream to buy stock in other key publically traded subsidiaries and their chaebol’s defacto holding company.
In both cases, ownership stake along with circular, cross and pyramid (radiant) shareholdings give them direct and indirect control over the entire Group.
3. Noting public sentiment regarding succession, how likely is it for the South Korean President Park Geun-hye to toughen corporate laws?
As I note above, there has been a longtime Love/ Hate relationship between the chaebol and the Government. Despite the chaebols’ dominance and influence, they are increasingly coming under pressure from new laws and regulations designed to increase financial transparency and accountability of family members.
For instance, the government recently enacted a “deemed inheritance tax,” so that family members can’t get around South Korea’s inheritance tax laws, and has revised commercial laws to tighten requirements for reporting internal transactions.
This said, at time when addressing Korea’s sluggish economy is a priority for the current administration, few feel President Park Geun-hye will lash out at against the Groups. I see pressure being exerted on Lotte to resolve their family differences. I also see succession plans by Samsung and Hyundai continuing, with the reins of control and ownership transferred as planned—with hope to draw as little attention as possible.
To conclude, as a colleague expressed recently that for succession plans still in the works, their transition will come late in the cycle. As others bring attention to the issue, transitions that must and will occur from the current and aging leadership to the next generation will gets more a legal focus and public scrutiny.
I’d add this means focus and resources the Group’s leadership should have on running their business will be re-directed to dealing with succession. Decisions impacting their global operation could be delayed as well as the approval process, which require a high level sign off.
In the two previous posts we looked at the dynamics required to nurture a creative and innovative workplace. In particular, Korean work values, norms and attitude surfaced as polar opposites to the characteristics of the western creative class workplace. In turn some core change would be required if Korea aspired to develop a strong sustainable innovation-driven economy. In fact, the current South Korean president, Madame Park, Geun-hye recognized this and upon election boldly had proclaimed a “Creative Economy” as her platform for Korea’s economic growth over her 5 year term in office.
Frankly most in Korea’s private and public sector have found this high level government mandate hard to embrace—in part because the overall concept was difficult to grasp within their current society. And, as I have pointed out what drives a creative economy is creatives as well as the unique communities that align with values and sustain their lifestyles. For example over-hearing a tech startup chat in edgy Golden, Colorado coffee shop Pangaea, I quizzed the three young entrepreneurs on “why Golden?” They response was 1) lifestyle, and more specifically rock climbing 2) access to established startup and incubator hubs like Boulder and Denver, and 3) available local funding for startup, the community quite wealthy.
To give another snapshot, Biz Stone former Twitter co-founder shared in a recent weekly update on his current venture Super.me, his partner Ben Finkel’s view on their work culture
* The world is our oyster. We get to build awesome software, dream up future products, use the best technologies, and get well paid for doing it. There’s no handbook, but the challenge is part of the thrill.
* We have tons of flexibility in our work style, no micromanaging and minimal bureaucracy. Of course, we can still improve our work processes, but this is another problem we get to collaboratively improve together.
* Working with a small, creative group thinking up and building future products—that has always been my dream. Of course, the products won’t work as planned, we’ll have to adapt, redirect, and persist.
In a future Everything Korea episode, I’ll suggest some steps Korean companies need to take if they look to build a creative workforce in their domestic Korean divisions, but before I tackle that set of challenges, I would like to address the need for Korean overseas operations to be sensitive to the needs, values, and attitudes of the creatives with their local organizations. Studies show that up to 1/3 of the American workforce are now part of the creative class. The best companies recognize this trend. Sadly, firms that ignore this reality, suffer.
My big concern is that Korean companies with global operations may fail to recognize this reality, too. This reality was well captured by Authors Josh Hammond and James Morrison in their book The Stuff Americans Are Made Of.
The authors cite seven cultural forces that define Americans:
Insistence on choice
Pursuit of impossible dreams
Obsession with big and more
Impatience with time
Acceptance of mistakes
Urge to improve
Fixation with what’s new
I feel Korean companies need to recognize and adopt a creative culture in local markets to sustainable recruit and retain this talent — a difficult challenge even for many American companies strongly rooted in older workplace norms. Again quoting Richard Florida, “ Many companies are merely presenting a cheap, façade of the alternative [creative culture]—a Ping-Pong table, perhaps an espresso machine.”
So for starters, Korean companies that need to draw upon local creative class talent will find that locating in right community can be half the battle. This means a locale that embraces diversity and openness, with some edgy counter-culture thrown in. Interestingly, we know there is considerable synergy between the creative class workforce in these communities like San Francisco, Austin, TX and Boulder, Colorado—a huge side benefit to any firm looking to nurture their workforce.
Perhaps the greatest hurtle is ensuring that Korea workplace norms and company practices do not over-power and overtake local norms—resulting in a stifling of the very creativity the Korean company so desires… In the worst cases, top creatives will exit and those that stay make no attempt to tap their creativity.
Again this is not an easy task, and frankly one I spend considerable time as a consultant providing leadership and teams—Korean and Western– with strategy work arounds and solutions. And, I do have solutions.
More to come on this topic, in the meantime if you and your company would like to discuss, I would be happy to chat. I’ve found each company has it’s own dynamics and I approach case-by-case crafting an approach tailored to the client.
So until next time…
Oh, one more thing…. I am back in SoCal and OC two days this week. Some time still open.
To recap my thoughts in previous posts, a strong Creative Class is seen as key to sustaining a forward-leaning, innovative economy. Going hand in hand with this is workplaces that embrace diversity and openness, are not opposed to self-expression, promote individual recognition for hard work as well as resulting compensation (more than a base pay) for doing what they are good at… and they work in a community offering an engaging and even edgy lifestyle.
So where do I see disconnects between South Korea and America?
For starters in America the old Fordism and Company Man model at least for the creative class has shifted. Workers were once strongly tied to the company, this relationship nicely summed up by Richard Florida, “You were a company man, identifying with the company and often moving largely in the circles created or dictated by it.” Today, creatives value their unique social identity–one able to move intact from firm to firm and well as assuming the risks and absorbing the benefits companies once backed.
In contrast, rooted in Korean norms and collectivism, Korean workers strongly identify with their company—perhaps more so within the major Groups like Samsung, Hyundai, LG, and SK, as well as those working for a high profile global brands in Korea like Nike.
These organizations tend to be highly traditional vertical (and often horizontal) corporations— top-down management hierarchically flowing workload down to teams (most often operating in silos) with the Taylorized expectancy they follow routines and norms long established. In contrast, a creative work culture dies when so regimented as Florida points out, “ like rote work in the old factory or office.” A long hour chained to cubical cranking out Point points is very different than a culture where ideas are conceptualized inside one’s head in a café over a latte or during a trail run.
All said, one could argue Korea may not be wired for fostering a sustainable creative culture.
What I do find as encouraging is many in Korea on a personal level attracted to and appreciate counter-culture. There is an ever growing segment is their society adopting a lifestyle more conducent to creativity. Much of this influence has been Koreans exposed to the global art scene, the influence of expat non-Koreans, plus Koreans embracing their own traditional artisan heritage. In some ways, this movement has taken on a rather edgy Bohemian feel… one I find very cool.
Seoul LP Bars, the 60s and Dylan.
For example, Korean media reports there are a growing number of “dives with DJs and extensive collections of LPs,” many located in ultra-hip neighborhoods…. walls plastered with album covers from the likes of Pink Floyd, Jimi Hendrix and B.B. King. The interiors shrines to Bob Dylan and Neil Young and the cultural revolution of the 1960s.
One more thing,
I have a request for my friends both Korean and non-Korean expats in Korea to share their observations, especially on the emerging counter-culture.
I’ll also be pulling together some example of a budding Korean counter-culture scene and what I see as roadmap for workplaces looking to attract and groom creatives—not only for Korea, but also for their U.S. and global operations.
Outside my day-to-day support of Korean facing business and clients, I am drawn to ponder on issues and drill deep. I other words research, investigation and then providing commentary on the direction of Korean business from trends inside Korea to Korea-facing international operations.
An example of this process, several years ago I coined the term K-lobalization (Globalization with a K for Korea) as I saw the trend when Korean firms boldly promote their own unique management style and corporate culture internationally and across many markets. A recent manifestation is organization-wide, corporate-directed mandates…. from core value, vision, and management training directives to most recently how they should brand or even target specific consumers in local markets. Usually these programs are expected to be unchallenged and accepted without question by overseas teams—at times not in the best interest of the local operation.
This said, a new topic, which has my interest, was touched upon in May 11 edition of Everything Korea… there I argue a key challenge in Korean success with startups and innovation was “culture. I would like to expand this perspective more broadly to be the “culture” needed to foster the Creative Process in general. In fact, this is the first of three commentaries on the topic.
Let me explain. What has evolved in America regarding startups, tech, and innovation is they tend to hub in cities with diversity and strong counter-cultures like Boulder, Colorado, San Francisco, Austin, TX, and NYC, although more and more scenes are emerging in Nashville, TN or here in Golden, CO…
Nuff said…Edgy Austin and Jack Kerouac
Within these communities I have witnessed an amazing synergy not only in day-to-day interactions and dialogue, but also in resources. Actually spending an hour and listening to the chats and even pitches for Angel Funding in edgy Caffe Centro on a South Park Street in San Francisco (the couple of blocks once referred as the Tech Ground Zero and where concepts like Twitter were launched and well as scores of tech companies and startups now call home) one quickly sees why locating in one of these scenes is key. In fact, showing how widespread, I frequently hear similar coffee shop launch pitches in Golden, Colorado.
Let me explain more in detail.
As academic Richard Florida points out in The Rise of the Creative Class, creatives as a group reflects a “powerful and significant shift in values, norms, and attitudes.” He clusters this attitude to be:
1) Individualism
2) Meritocracy
3) Diversity and Openness (which can translate to gender, sexual preference, race and my favorite “personal idiosyncrasies”.)
Of course those familiar with the Korean workplace and by this I don’t mean only the larger organizations but even most progressive firms, recognize there is a huge disparity from these “creative” norms.
For example, in contrast to the individualism within the creative class, in Korea we find deeply rooted collectivism where the group is the primary unit of reality and the ultimate staendard of value.
In collectivistic societies, group goals take precedent over an individual’s objectives. This view does not deny the reality of the individual, but, ultimately, collectivism holds that one’s identity is determined by the group(s) with which one is affiliated.
Collectivistic cultures also require that individuals fit into the group—and “conform.”
Noting this, outside values, norms and attitude, perhaps the gap between US and Korea that also occurs is in “risk mindset.” Today the American entrepreneurs, angel investors and VC who launched Facebook, Twitter, Instagram, Linkedin, Square and now Super continue to look for, invest and provide mentorship and guidance to what they hope will be the next success story…. In most cases they are investing resources in multiple ventures….
This said they know and accept that failure is part of the process…. As Biz Stone (co-founder of Twitter, and an early investor in Square, Medium…and a bunch more) said at SXSW on his most recent work… “the failure of one venture, Jelly, led to success at a venture, Super.me ”
So getting back to Korea the real challenge is not in lack of ideas or topnotch talent, but in allowing and fostering a culture of Diversity and Openness, an acceptance of failure, and tolerating and even embracing non-conformity.
The good news…. I would not give up on Korea and a creative culture. More of my thoughts on this in the next episode of Everything Korea. I even will propose a roadmap for grooming creatives in Korea.
I was on a conference call last week when asked how best to describe my work—and do I provide consulting for CEO and C-level management—her organization’s international development committee made up of a number of CEOs.
My short answer was that a client and long friend, then a CMO for a major company best described my practice to others as Everything Korea… I also like having been introduced as “ a high power consultant” or Don is “the guru, the guy CEOs want to have their voice heard with, “ the later shared on Seoul’s eFM tbs Koreascape.
Pondering over the weekend on the question from the conference call much of what I do is provide context and a strategy to decision-makers involved in Korean facing business projects that range into the hundreds of million of Dollars.
In particular, I provide counsel and solutions based on my years working with Korean business—a good part in the international expansion into new markets and the challenges that surface and as a client once asked “ where are the landmines he needs to be aware of and avoid.”
So this gets to why I post weekly Vodcasts, frequent media commentaries, case studies as well as books on Korea facing topics. They all serve as channels to support and educate.
This said, in my consultancy each engagement needs to be approached on a case-by-case basis—no two situations identical.
If you feel you might benefit from my C-level insights, I’ve blocked out my availability to chat and discuss…. Just go to http://www.meetme.so/southerton
In closing:
A great book on the reshaping of the American economy and the New Order… check out Richard Florida’s The Rise of the Creative Class, Revised Edition. I prefer the Hardcover.
And the music on Repeat Song listened to while drafting this week’s episode—Pink Floyd, “Wishing You Were Here” Re-mastered Available on iTunes.
Everything Korea, December 7 Episode: Top 4 Ills
Korean global business can come with some serious challenges, especially if dis-connects between teams are left unchecked. With mentoring, coaching and a strategy, it’s possible to reduce these ills, and greatly improve morale and operations. So what are some of the common issues? I have listed 4 that surface often, and frankly I deal with and provide solutions.
1. A common perception is that the allegiance of Korean expatriates assigned to a local subsidiary is to the Korean HQ over local matters. This in turn drives their actions to the detriment of the local operations.
2. Another overarching issue is Trust, especially with the sharing of information. Many feel it is one-way (Korea requesting data and reports) but little feedback from Korea. It can even be perceived that little or poor communication exists even between HQ departments, or with their sister affiliates and suppliers.
3. Koreans assigned to local operations need to be more receptive to change, and be more 50-50/ give and take in interactions.
4. Local teams were hired with expectations “to Do something– Build something Grand. “ Seeing little progress this can lead to poor morale at local operations and can result in the high turnover of employees. Some feel it also taints the ability of local operations to recruit new team members within their respective industry.
Again, these concerns can be addressed and mitigated. It’s what I do. Would you like to schedule a time to discuss your needs?
To facilitate and with my rather demanding workload and travel, Stacey, my personal assistant at stacey@koreabcw.com can schedule us for a time.