Tag Archive for Hyundai

Korea Facing: A Recap

November 15, 2012 general Comments Off on Korea Facing: A Recap

by Don Southerton, Editor

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.

Korea corporate hierarchy

Workplace generation issues

Countermeasures (dealing with challenges)

Goals

Approval process

Not taking “No” as an answer

Western teams

As always, your comments, questions, and feedback is appreciated.

Korea Facing: Knock on the Door 100 Times

October 30, 2012 Uncategorized Comments Off on Korea Facing: Knock on the Door 100 Times

By Don Southerton, Editor

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.

 

Korea Facing: Approvals

October 24, 2012 general Comments Off on Korea Facing: Approvals

By Don Southerton, Editor

In this week’s Korea Facing update we look at approvals, and the challenges. BTW why not subscribe to Korea Facing.
http://forms.aweber.com/form/88/1499178088.htm

In the Korea Facing article on Decision Making, we pointed out that in most cases leadership made key decisions and teams implemented. Getting these approvals in itself can be a challenge, time consuming, and should take into account such subtleties as senior management’s mood.

At times, teams can wait days for an approval. This can be because senior Korean management is out of the office and traveling. But, it can also be that Korean teams try to be sensitive to their boss’ mood, well-being, and workload, along with an awareness of pressing issues impacting the company and their division.

In other words, if senior management is dealing with a major challenge, or looks stressed, team leaders may delay requesting a meeting that day. In contrast, if their senior management looks to be in a good mood, timing might be better to get an approval. Again timing is everything and good timing–being sensitive–is the sign of a savvy team leader.

An Example
In once instance when I was in Korea I witnessed teams (there was a line) waiting all day to meet with an overseas business Vice President to get approvals for a wide range of projects. One specifically involving a merger of services in the world’s largest and most competitive car market. The delay: the VP was on the phone with his back turned to the door making arrangements for his daughter’s wedding…a personal matter, but one which the teams and subordinates would not infringe.

Take away…
In a word, be patient when waiting for an approval. Recognize that to be effective Korean teams often need to wait and time their meetings with seniors for an approval. Be sensitive and do not unduly press Korean teams. If the issue is time sensitive, (which many usually are), communicate this, and seek clarity on the status. In many cases, pro-actively sharing with your clients, suppliers, and service providers the Korea facing approval process can greatly reduces stress on your side.

Questions? Comments? Challenges? Let me know by email.

Just email dsoutherton@bridgingculture.com

Korea Facing: The Seemingly Impossible

October 21, 2012 Education Comments Off on Korea Facing: The Seemingly Impossible

By Don Southerton, Editor 

Companies like Samsung, Hyundai, Kia, SK, and LG have a reputation for setting huge goals that look to many outside the organizations unrealistic. Most often it’s stretch goals for sales, which I’ve witnessed not only throughout the Hyundai Motor Group, but with other major Groups, from smart phone sales, to food services, to the Korean retail golf market.

What I have found interesting and quite different from the West is that when stretch goals are announced Korean teams and management never openly voice that the task is impossible, even if leadership and most of team don’t have a plan…

Why? It’s thought that although you may not have a plan or solution…someone, perhaps the most junior employee may either know of a way, or someone has a friend in their personal network who has a solution. It’s felt that it is never productive to share even with close co-workers that task is impossible, since they may be the one with an idea. Outwardly they are forward leaning and positive.

On another level, when senior leadership set huge goals some in the ranks might doubt, but many more grew up witnessing the amazing and near impossible achievements of the Group. They reason that if the company did the impossible before, why not again… In other words, success breeds success.

BTW, I was a once in a conversation with a senior Korean manager. I brought up the subject of what it took to be be terminated or fired. Pondering for a moment, the Korean manager instead explained that it was hard to get fired even if you made a big mistake if you were seen as positive and upbeat.

Suggestion

Always be seen as positive and forward leaning…even when facing the near impossible.

Korea Facing: The Seemingly Impossible

October 19, 2012 general Comments Off on Korea Facing: The Seemingly Impossible

by Don Southerton, Editor

Companies like Samsung, Hyundai, Kia, SK, and LG have a reputation for setting huge goals that look to many outside the organizations unrealistic. Most often it’s stretch goals for sales, which I’ve witnessed not only throughout the Hyundai Motor Group, but with other major Groups, from smart phone sales, to food services, to the Korean retail golf market.

What I have found interesting and quite different from the West is that when stretch goals are announced Korean teams and management never openly voice that the task is impossible, even if leadership and most of team don’t have a plan…

Why? It’s thought that although you may not have a plan or solution…someone, perhaps the most junior employee may either know of a way, or someone has a friend in their personal network who has a solution. It’s felt that it is never productive to share even with close co-workers that task is impossible, since they may be the one with an idea. Outwardly they are forward leaning and positive.

On another level, when senior leadership set huge goals some in the ranks might doubt, but many more grew up witnessing the amazing and near impossible achievements of the Group. They reason that if the company did the impossible before, why not again… In other words, success breeds success.

BTW, I was a once in a conversation with a senior Korean manager. I brought up the subject of what it took to be be terminated or fired. Pondering for a moment, the Korean manager instead explained that it was hard to get fired even if you made a big mistake if you were seen as positive and upbeat.

Suggestion

Always be seen as positive and forward leaning…even when facing the near impossible.

 

Korea Facing: Decision Making

October 6, 2012 Education Comments Off on Korea Facing: Decision Making

By Don Southerton, Editor

As noted in the 3 previous Korea Facing hierarchy articles, ( see LINK below) power in Korean companies is often very centralized and only people at the highest level have the right to decide on issues. In Korea, the working team’s role is to implement or gather needed information. In other cases where overseas leadership and teams hope to offer a new service or program, local Korean management’s role is to gather information and then share with the appropriate senior team members, who are often in Korea. The local opinion is valued, but review may come from Korea.

My Suggestion…When conducting a meeting where a decision must be made please recognize that your local Korean team(s) will have considerable say in it’s outcome. This may include both the operations and finance teams. First, since the topic and subject matter may be new to your Korean team, I recommend you share prior to the meeting any needed background documents (best provided in PPT format). 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 offer supportive data or documents.

BTW, if your firm provides services to a Korea–based partner, provide both the western and Korean teams with background information prior to any meetings. Moreover, be prepared to share the meeting’s content with the Korean team, too.

Korea Facing LINK http://archive.aweber.com/bcw-clients/L.Vjo

Korea Facing Newsletter Now Available

September 11, 2012 general Comments Off on Korea Facing Newsletter Now Available

Breaking News
The latest Korea Facing update/ newsletter is now available.

Go to http://archive.aweber.com/bcw-clients/ItJtY
While there, subscribe, too.

 

 

Korea Facing: Success Secrets for Korean Global Business

September 4, 2012 general Comments Off on Korea Facing: Success Secrets for Korean Global Business

PRLog (Press Release) – Sep 04, 2012 –
Denver, Colorado. Global Korean business consultant and CEO Don Southerton has announced that with the ever-growing number of people employed by Korean-based companies outside South Korea now more than ever a strategy is needed to succeed.

Likewise, if your firm provides services or products to a South Korean overseas subsidiary or operations a Korea-facing strategy 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 is located in the West, key management need suggestions on how best to deal with pressing issues and challenges that surface

Southerton notes “Korea Facing is the title not only for my latest book in progress, but also for related seminars, coaching, and workshops we are offering Fall 2012 and into 2013.” Topics include:

1. K-Lobization—The outreach of Korea’s unique management style and corporate culture across international markets, especially among subsidiaries and branch offices.

2. Ju Jae Won—Another name for the Korean expats assigned to a host country to support their overseas operations.

3. Hierarchy– rank and title within the mother and subsidiary organization and its impact on day-to-day business operations.

4. Culture Shock–the cross-cultural acclimatizing that occurs when an individual is assigned to a different geographic location.

5. Generations– South Korea’s age groups influence their business culture, so knowing the differences in the mindset and values of recent Korean generations is valuable.

6. Planning and Decision-making— In a hierarchical system orders come from senior management, plus their requests override other plans and thus schedules are often revised at short notice.

7. Protocols and Culture—Korean culture has norms that dictate social interactions—especially during initial introductions and meet & greets. Cultural differences also impact communications style, decision-making, discussions, and presentation style.

8. Expectations—Most often the issues that surface include managing expectations. Usually each side has legitimate demands. For example, Korean side needs answers and information ASAP, US/ western side procedures take days to compile and approve, often from number of sources.

About Bridging Culture Worldwide
When Fortune 500 companies, top Korean Groups, leading international law firms, and elite consultancies, such as Bain and Monitor, look for Korean-facing business strategy, coaching, and advice—they turn to Bridging Culture Worldwide and Don Southerton.

With over 35 years’ experience, Don Southerton is the definitive authority on Korean-facing global business–from automotive, golf, and QSR sectors to New Urbanism and Green technology. When problems and challenges surface in development, launch, or fulfillment, we provide sound solutions and comprehensive strategies.

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