Tag Archive for Bridging Culture Worldwide

Korea End-of-Year Shuffle

Korea End of Year Shuffle

Year-end Promotions, Restructuring, and New Assignments: Korea’s Corporate Culture 2024-2025

By Don Southerton

This is my annual update and insights on the Korean corporate shuffle. 

Year-end promotions, restructuring, and new team assignments are part of Korean corporate culture, both past and present.

Changes occur from top to bottom within Korean companies between early December and early January. Changes to senior leadership are announced first, and team-level changes are usually made known the week before or during the period between Christmas and New Year’s Day.  

For example, Samsung Electronics is the first mover this year, having made its annual high-level leadership changes last week. It carried out its year-end executive reshuffle, emphasizing a generational shift.

https://www.koreatimes.co.kr/www/tech/2024/12/419_387338.html

We can expect others to follow, so stay tuned. By the way, even if public announcements have yet to surface within the groups, these changes are in play internally.

Similarly, with Hyundai Motor Group, we have already seen top leadership changes, with José Munoz promoted to incoming CEO of Hyundai Motor Company and Michael Cole of Hyundai Motor Europe stepping away. We expect their organization-wide changes to be announced soon.

2025

Teams will report back to work after the Christmas and New Year holidays. Some assume new roles frequently in departments with little experience, requiring employees to acquire new skills—sink or swim. Hence, it’s called the “Shuffle.”

In the following days, those who have shuffled brief their replacements, while staff remaining in their jobs update new management teams on the status of projects and issues.

Meanwhile, others will be enroute to assignments in overseas operations, which can be stressful for local overseas operations and challenging for those working outside Korea for the first time. 

The Disconnect

In particular, it is common for those newly assigned to be unfamiliar with or have minimal experience with the nuances of localized foreign business and their new roles and responsibilities. Not to mention, working outside Korea itself can be a learning curve that can take months or even years.

What works in Korea rarely transfers to managing overseas teams. Most still try to adapt to local norms and language. In fact, over the years, I have worked extensively to facilitate smooth transitions in many of the newly assigned overseas teams, and they will need support. I strongly recommend that Western and Korean leadership take countermeasures to mitigate transitional gaps.

So, what to look for…

The top Chaebol will begin to announce key promotions, which can provide some insight into future trends.

The Chaebol usually also comments on whether this year’s promotion number is more or less than in the past and the reasons “why.”

Top Chaebol will soon announce restructuring plans, ranging from granting business units more independence to consolidating control.

For example, some years, we see less change and stability than drastic changes in the face of economic uncertainty, as it may carry out in a modest year-end leadership reshuffle across affiliates.

New Year’s Message

That said, as in the past, with the new year, we can expect leadership to share their 2025 plans in an annual New Year’s company announcement, too. I monitor these closely and, as they are in Korean, will share them when appropriate and upon request. These New Year’s messages can be very insightful as they pose marching orders for the new year.

As a final note, for Western global teams, I suggest congratulating those who are promoted but also being sensitive to Korean team members who were passed over… or possibly moved to what may be seen as a less strategic assignment.

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Korean Business and “Similar but Different”

Korean Business and "Similar but Different"

Hi Don Southerton here

In this week’s Newsletter and YouTube, I look at Korean Business and ”Similar but Different Norms.”

Global business requires colleagues of different cultures to work together daily.

How we see each other culturally is often based on differences, like language, and similarities, such as shared values like family.

I like to focus on the latter, as differences can pull us apart, and similarities bring us together.

Particularly for Western teams engaged in all ways with Korean operations, I believe in the importance of deep learning about the workplace in Korea — the 2024 norms, practices, and day-to-day life.

They do change, and most often, we can fixate on what could have been tainted by hearsay or an altogether lack of understanding.

The same learning goes for Korean global teams assigned to support overseas operations. They must become savvy learners in the wide range of local overseas practices. Expecting global teams to bend to Korean business norms rarely works, too. It just leads to delays and stalled projects.

As I noted above, recognizing similarities is one of the most potent cross-cultural bridges.

In other words, how can you relate to the nuances in communications and day-to-day life? This requires identifying the local beliefs, values, expectations, traditions, and culture. These insights allow us better to understand our mutual teams’ thoughts and expectations.

Outcomes

Although there is bound to be friction between home and host country cultural values, a successful model 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 shared values, along with an awareness of and respect for cultural differences.

Call to Action

So, how do you see this applying to you and your experiences working with teams from another culture?

This brings me to recall a recent C-level meeting where I chatted with the local subsidiary’s Korean CEO. He asked if I’d shared with his team how the company in Korea and the U.S. differed from the Group’s many sister firms—many Westerners wrongly assumed high conformity across the Group.

I assured him that “yes,” and, in mentoring, I shared that I, too, had experienced each company’s unique culture within the group.

Not only did sister companies differ, but in some cases, the Koreans recruited and worked in different ways at companies within the group.

On parting, the CEO pointed out another key point to be shared: Over time, Koreans dispatched to support the division’s overseas operation came to see things differently than domestic Korea-based teams.

He ended having come to “See things differently, too.”

Question? Comment?

Korean Decision-making: A 2024 Update

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.

Please use my handy Calander to set a time.

https://calendly.com/dsoutherton

Until next time, this is Don Southerton wishing you all the best.

Korean Business: Communicate Better, Yes & No

Korean Business: Communicate Better, Yes & No

This week, we examine how Culture shapes our Communication.

It influences how much information we share and whether specific topics are considered sensitive or beyond our boundaries. For example, in the West, we use “low-content” communications. Conversations are direct and can be confrontational.

We require background information or an update—little is assumed to be known, including why an issue may need to be deemed sensitive.

Transparency means fewer boundaries, too, but often we may say, “Let’s keep this between us” or “Keep this private.”

Within Korean organizations, the very nature of the Asian “high content” culture means less is shared in explicit verbal and open communication. This is because teams have long-lasting relationships, much is shared informally within their circle of close, trusted colleagues, and much is accumulated knowledge.

This means issues require little background explanation or even “catch-up” discussion.

Yes and No… and the need to clarify

Koreans often acknowledge what they hear by saying “Yes” or nodding (the Korean term for yes is Ne), but this does not necessarily signal agreement. They tend to avoid open disagreement and confrontation..

In Korean culture, it is rare for people to respond to a question or request with a direct “No.”

In negotiation and decisions, Koreans rely on nonverbal signs such as tone of voice, facial expressions, and body language. They look for meaning and understanding in what is not said and even in the greater content beyond the conversation, such as disruptive business events that could impact decisions.

This non-explicit communication can indicate a firm “no” or rejection of an idea or plan. Many Westerners may miss this, waiting for a verbal or written “no” or “yes.”

In many situations, especially during negotiations, there is often a non-confrontational response, such as “if possible” or “that is difficult.” Understanding the Korean and Western perspectives is vital for global organizations. No culture is right or wrong; it is simply different.

Our aim should be to foster a deeper understanding of each other’s communication styles and their implications for global business.

Questions, comments, feedback, and business inquiries are always welcome. Let’s set a time.

https://calendly.com/dsoutherton

This is Don Southerton wishing you all the best!

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.

Team-level Korean Business Culture programs

Again, this is Don Southerton wishing you all the best.

https://calendly.com/dsoutherton

Dsoutherton@bridgingculture.com

Call or Text   +1-310-866-3777

Ten Insights into Korean Teams’ DNA, Norms, and Mindset– YouTube

Ten Insights into Korean Teams

We’re rebooting our Korea 101 YouTube channel.

In this episode, I’ll share ten insights into Korean working teams’ DNA, norms, and mindset. The list was compiled by a Korean colleague who asked me to share it in my workshops and give others a better understanding of Korean work culture.

If you have a question or would like more information … call, text, or email… and I’ll get right back to you. 

Dsoutherton@bridgingculture.com

310-866-3777

https://www.bridgingculture.com

Don Southerton

Subscribe to our YouTube channel

https://www.youtube.com/@DonSoutherton?sub_confirmation=1

Korea Business: Executive and Group Workshops

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.

Register 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….

310-866-3777 Dsoutherton@bridgingculture.com

https://www.bridgingculture.com

Don Southerton

Korean Business 2024: Communicate Better, Yes and No

Communicate Better Yes and No

By Don Southerton

Understanding how culture shapes our communication is crucial. It influences how much we share information and whether specific topics are considered sensitive or beyond our boundaries. For example, in the West, many use “low content” communications.

Conversations are direct and can be confrontational. We require background information or an update—little is assumed as known, including why an issue may need to be deemed sensitive. Transparency means fewer boundaries, too.   We may, although, use “Let’s keep this between us” or “ Keep this private.”

Within Korean organizations, the very nature of the Asian “high content” culture means less is shared in explicit verbal and open communication. Since teams foster long-lasting relationships, much is shared informally within their circle of close, trusted colleagues, and much is also accumulated knowledge, so issues require little background explanation or even “catch-up” discussion.

Yes and No…

Koreans often acknowledge what they hear by saying “Yes” or nodding, but this does not necessarily signal agreement. They tend to avoid open disagreement and confrontation.

In Korean culture, it is uncommon for people to respond to a question or request with a direct “No.”  In negotiation and decisions, Koreans rely on nonverbal signs such as tone of voice, facial expressions, and body language.

They look for meaning and understanding in what is not said and even in the greater content beyond the conversation, such as business events that could impact decisions.

These non-explicit communications can indicate a firm “no” or rejection of an idea or plan. Most Westerners miss this, waiting for a verbal or written “No” or “Yes.”

In many situations, especially during negotiations, there is often a nonverbal response or a response such as “if possible” or “that is difficult.” Understanding the Korean and Western perspectives is vital for global organizations. No culture is right or wrong; it is just different.

My work centers on providing support, mentoring, and solutions. I aim to foster a deeper understanding of the Korean communication style and its implications for global business.

I’m looking forward to hearing your comments, feedback, and business questions.

Text or Call 310-866-3777

Dsoutherton@bridgingculture.com

https://www.bridgingculture.com

Chemulpo: Korea’s First International City

Chemulpo: Korea’s First International City

Japanese and Chinese Settlement in Chemulpo – Photo Courtesy BCW and Keystone-Mast Collection.

By Don Southerton

As In the most recent Branding in Asia

https://www.brandinginasia.com/chemulpo-koreas-first-international-city

The bustling city of Incheon, South Korea, and its busy port, including Songdo, were once known as Chemulpo. It was Korea’s first international city.

Interestingly, Incheon Metropolitan City mayor Yoo Jeong-bok envisions transforming the city into Asia’s premier business hub, aspiring for it to become one of the world’s top 10 cities.

In the late 19th century, Chemulpo emerged as the main port for merchants trading with Korea. Strategically located on the west coast, it was home to residents from China, Japan, Britain, America, Germany, and Russia.

Many Western traders and officials gathered at the Chemulpo Club, which overlooked Incheon Harbor and was a popular meeting place for expatriates in the early 1900s. In 1896, William Franklin Sands, a young American diplomat newly assigned to Korea, described Chemulpo and its high and low tides that exposed great expanses of mud as “an unattractive entrance to a great adventure.”

Accounts from that time also depict the Chemulpo Club as a gathering place for foreigners to discuss political and business developments in the turbulent days before Japan formally annexed Korea in 1910.

The club was established in Seoul in August 1891 by diplomats and merchants from 11 countries. They initially met at a Western-style building in Seoul’s downtown Jung District.

However, in 1901, the Russian architect Aleksey Seredin-Sabatin built and relocated the Club to a two-story location in Chemulpo, which had become the hub of trade.

Suffering from neglect and the ravages of the Korean War, the club was restored in the late 2000s.

Soon after the building was restored, I saw it as the perfect venue for the 2009 release of “Chemulpo to Songdo IBD: Korea’s International Gateway.”

The book was a historical and contemporary research endeavor—including tracking down and acquiring rights to never-published early 1900s photographic plates, and translating the English content into the Korean language, too, for a bilingual work.

The search for images would span both continents–starting at Yonsei University Library where they attributed a series of engaging day-to-day Chemulpo images to the Keystone-Mast Collection, at the UCR/ California Museum of Photography, University of California, Riverside.

The Keystone-Mast Collection comprises over 350,000 stereoscopic photographs and negatives that depict the world between the late-nineteenth and mid-twentieth centuries.

The UCR collection houses several archives including the Korean travelogue stereoscopic plates. In an era before widespread movies and the invention of TV, handheld viewers gave a 3D-like stereo image—often of far-away and iconic destinations.

These images stand out as if taken today bringing clarity into the Chemulpo port life.

The August 2009 Chemulpo book event would attract over 100 attendees, including Mayor Ahn Sang Soo and his entourage, American and Korean officials from the Songdo IBD project, former U.S. ambassadors to South Korea, members of the press, and local dignitaries.

Following the book presentation, a walking tour was conducted for the guests of Incheon’s Jayu Park and the historic Chinatown district.

Looking back, Incheon and Songdo have a rich international business history, and today, one that continues to adapt and draw global attention and opportunity.

The city of Incheon, and its port, including Songdo, were Korea’s first international city.

This today, aligns well with the vision of Incheon Mayor Yoo Jeong-bok and the region’s Incheon Free Economic Zone (IFEZ) commissioner Dr. Wonsok Yun for the city to become one of the world’s top international business hubs. Dr. Peter Wonsok Yun

Chemulpo: Korea’s First International City
Songdo today – Image by Daesun Kim

You can view and download a complimentary copy of Chemulpo to Songdo IBD: Korea’s International Gateway here. Enjoy.

IFEZ: An Emerging Hub of Tourism, Leisure, Recreation, and Entertainment

IFEZ: An Emerging Hub of Tourism

Globally, foreign direct investment in the tourism sector has been steadily increasing. Yeongjong, located within the Incheon Free Economic Zone (IFEZ), has quickly become the primary destination for tourism and leisure, attracting tens of thousands of visitors and offering numerous investment opportunities.

By Don Southerton

Over twenty years ago, IFEZ initiated an ambitious plan to attract foreign investment. Districts Songdo, Cheongna, and Yeongjong in Incheon were designated as South Korea’s first free economic Zones (FEZs). A free economic zone attracts foreign investment, capital, and technology by offering tax reductions and deregulation.

More specifically, global FDI in tourism, leisure, recreation, and entertainment has continued to improve, as cited by the World Tourism Organization (UNWTO), which partnered with the fDi Intelligence from the Financial Times.

Today, IFEZ offers an unparalleled strategic location, world-class infrastructure, a favorable business environment, and supportive government policies. In addition to providing expedited access to Incheon International Airport and Sea Port, the surrounding Capital Metropolitan Market boasts a population of 25 million, and over 800 million individuals are accessible regionally within a 2-hour flight radius.

Yeongjong, a part of the IFEZ business triangle, is being developed as a hub for tourism, leisure, recreation, and entertainment, catering to tens of thousands of visitors. Yeongjong and IFEZ host two integrated resort casinos: Paradise City and Inspire Entertainment Resort. A third site, Midan City, is ready for development and open to investment.

Paradise City resort boasts a Forbes Travel Guide 4-star Hotel, shopping mall, spa, convention facilities, and a casino for foreigners.

In addition to its five-star hotel, expansive convention facilities, and casino for foreigners, Inspire Entertainment Resort is newly opening and showcases local and international performance talent in its 15,000-seat area. Plans include Discovery Park, an outdoor entertainment space.

Midan City, former Caesar’s, is a ‘ready to build’ site with approximately 25% of the initial development completed. It offers a unique opportunity to ‘fast-track’ investment in a luxury hotel, spa, conference center, restaurants, and a casino for foreigners.

The adjacent Muui Island Solaire Ocean Resort is perfect for resort hotels, convention facilities, water and theme parks, and meditels, where foreign patients visiting South Korea can enjoy high-quality medical services and amenities. Connected by a bridge from the Incheon International Airport, Muui Island Solaire Ocean Resort will share ocean views, hotels, a convention center, and a water park.

The Muui Island Solaire Ocean Resort medical tourism industry opportunities are of special interest. Specifically, Korea has become a favored destination for foreigners seeking affordable and quality medical services.

Meditel is a compound of ‘medicine’ and ‘hotel’, where Korean medical services and lodging facilities are in one building for foreign patients.

The South Korean government has officially approved designated sites for constructing and managing meditels so that foreign patients visiting South Korea can enjoy both high-quality medical services and tourism.

There is no better location than Muui Island with its tranquil beaches, solitude, and relaxing lifestyle—all within minutes of the airport and dynamic greater Seoul-Incheon metro area.

Future development and investment opportunities also include Yeongjong Dream Island. Infrastructure work is underway for future amenities, including a sports park, golf course, marina, shopping mall, and commercial business district.

IFEZ FDI Benefits and Incentives

Notably, international foreign direct investments (FDI) deals comprised 28% of the global tourism & leisure industry’s M&A activity in Q1 2024 and signal Yeongjong’s growth. For foreign direct investment (FDI), IFEZ offers benefits, including a skilled workforce, tax reduction incentives, and real estate investment immigration programs.

FDI incentives include tax reduction options in the tourism, hotel, and resort sectors. As in all FDI, each opportunity is subject to a case-to-case review. Some can include exemptions from Customs for hotels and resorts importing goods and local taxes based on the investment.

Real estate investment opportunities, too, are an IFEZ benefit for those who invest locally and retain the investment for at least five years.  Immigration programs allow investors to freely enter, depart, live, work, and run their businesses in Korea. Their family may receive education and be eligible for Korean medical insurance and its benefits—again, equal to Korean residents.

In conclusion, South Korea, the City of Incheon, the Incheon International Airport, and the Sea Port have significantly enhanced the development of IFEZ’s Yeongjong as a hub for tourism, leisure, recreation, and entertainment. With the global increase in tourism FDI, we can expect investment partners, facilities, and new opportunities to continue attracting tourists, visitors, and local vacationers.

Source: https://www.ifez.go.kr/journaleng/eng/view.do?jrnl_pst_sn=346

For more information, contact: Dsoutherton@bridgingculture.com