Smart City, Songdo International City and the Incheon Free Economic Zone (IFEZ). 

Korean business and talking points. American holidays allow me to step back, see what I may be missing, take a deep breath and uncover the best solutions to current challenges. My goal is to provide frank insights and pro-active recommendations. Below are a couple of helpful talking points.

Talking Point #1
As with all individuals, no two of us are alike—and the same goes for westerners and Koreans …. Each has his or her unique cultural workplace strengths, skills, and experiences.

That said, one topic I constantly revisit is the assumption that executives and teams engaged in Korea facing business will simply “get it” and “learn as they go.” Without ongoing coaching, this common default seldom works. More damaging is that some team members without support and mentoring may “never get it.”

Arguments that such support can wait often come with a price tag—missteps along the way, poor productivity, and miscommunications.

Push back attributed to the costs for support is often cited, too, as well as what appears to be dismissing or delaying any action until there is a real unavoidable need. The later, can range from denial with hopes that things will work out—to concealing these issues because they might reflect poorly on some in local management. Again, regardless such hopes to dismiss and not engage fail to recognize what I see as decades of history to the contrary.

Talking Point #2
Most non-Korean executives employed to run Korean business divisions are veterans of their industry. They know the business. They are experts. Sadly, they can know little of Korean business and/or feel their past work knowledge is sufficient.

Even more significant, I found that some feel that given time, they will get Koreans to do business their way following the model and methods they polished and acquired working for other firms—often Japanese or German.

Contrary to this hope and recognizing the considerable work practices and corporate structure changes underway in Korea, such as dress codes, fewer hierarchical titles, and a more balanced workday, I do not see Korean firms changing much in their core and deeply rooted business values and processes. More so, American, German, or Japanese business practices like Korean are rooted in their own respective intrinsic cultures.

My suggestion for division executives eager to bring change is to first become fully versed in Korean methods. Learn about the company and their partners. Learn how Koreans manage. Drill deep.

This learning does not occur without considerable insight, mentoring and coaching. In turn, once this ground work is completed, I have found and can offer some sound approaches for introducing new business methods and practices without push back.

In both cases…
Ongoing support of non-Korean management is a must for all Korea facing organizations. Mentoring and coaching is the key. Experience and skills vary, so support must be tailored to address individual needs.

More significant, mentoring requires a deep mutual understanding of both Korean and western business, not to mention the specific Western and Korea-based firms and the industry in general.

I look forward to answering any questions and providing recommendations.

Don https://www.bridgingculture.com

Hit the target 2019. A week does not go by without a colleague or client expressing deep concern for what seems an overarching and singular need for their company to reach their sales numbers.   

To most, despite a number of vital business initiatives, they feel the monthly demand to meet “Plan” matters most.  

I can recall a few years ago while mentoring a new American divisional vice president being pulled aside by his Korean expatriate counterpart, an Executive Coordinator. The Korean who I was also coaching seemed troubled and obviously under duress. The Korean manager knew I understood the company as well as Seoul HQ expectations.  The Korean asked passionately for me to stress to the new American VP they needed to “Hit the Target.”  He repeating the phase, 3 times so to ensure I got it… then patting me on the back and sending me over to the adjacent office with the VP to share the message.  

Frankly, as long as I have been working with Korea facing global business it has been the driven force.   

In another case, I was a speaker at LG’s Mobile Phone National Sales Meeting.  Capping the upbeat and motivating event, the Korean CEO with a huge graph projected behind him shared their amazing unit sales growth over for the years. He then added the next year’s “stretch goal” as a hush came over the room.  The new goal a huge bump over past years, which had pushed teams and the organization to their limits.  

 To be fair, this model is not unique to Korean business. But it has been the subject of frequent discussion in Korea.   

However, South Korea’s modern economy was once rooted in a state-run export-driven model—the government fixing private industries and well as the nation’s overall production and sales quotas in many sectors.   

Today despite leading international as well as Korean economic experts arguing the old model is dated and need to move more to the service sector…   the export production model still remains a driving force… In part with so much of the Korean economy and jobs tied to export production the Groups are under pressure to continue to seek growth each year— and push their teams even harder.   

 So what’s the solution?  

First, we need to accept this has long been the foundation of Korean business.   Change is underway but will take time.  It’s part of their Culture and a still a norm accepted by many.   In turn, others do hope and argue for Korea to re-invent and redefine itself, less focused on growth numbers and more on a being a leader in new technology and innovation. 

Here as always, and actively interested in new and challenging projects.  https://www.bridgingculture.com mailto:dsoutherton@bridgingculture.com

Snow Storm and blizzard conditions here in Golden, Colorado… That said, wanted to share some thoughts–building bridges: closing gaps.

It can be challenging to come up with a workable solution to a pressing issue, especially when under stress and the demands of day to day, not to mention the need to consider the Culture.

For me, sound advise requires pulling apart the matter to the core and then sharing a plan to best build bridges and close gaps — something which is more art than science ☺.  Critical thinking is a key component in this process, too, as it goes beyond rudimentary decision-making. It often involves the ability to analyze multiple data points and make an intelligent, practical interpretation or decision. 

I find when presented with a business issue clear thinking is a must. I have found stepping away amid the process valuable and useful. Martial arts and bouldering are a big part of this recharge and re-focus routine.  I find after a demanding workout session constructive thoughts flow along with clear thinking. Both needed to tackle the challenges of Korea facing business.

On martial arts, it has been a lifetime endeavor– entering my 47^th year of training, teaching and study.  Like with martial arts where I have been fortunate to have studied in the most disciplined, traditional and demanding of the arts, I take my bouldering serious, too. 

Regarding bouldering, it’s a form of intense low height (up to 20 feet) rock climbing without the use of ropes or harnesses. Most often we climb on small rock formations (boulders) or in a climbing gym on artificial rock. Bouldering is not to be confused with free soloing, the later made famous in this year’s Oscar-winning documentary Free Solo and risk-seekers climbing above safe heights, where a fall would always result in serious injury or death.

Living in Golden, Colorado has its benefits…. Golden, Colorado is nestled in the foothills of the Rocky Mountains, only fifteen minutes from the heart of Denver but a world apart. Golden is also home of the internationally famous American Alpine Club and nearby some of the best climbing in the Americas… It also has an Earth Trek climbing gym and it’s not uncommon to find some the best sport climbers in the world training.

Now, how these ties into Korea facing work…

As I noted above, I find a constructive thinking process a must when a solid solution is required for a perplexing business issue. Adding a layer of concern and pressure are the ramifications for clients if not addressed and resolved.

In other cases, clear thinking is needed when I see a situation unfolding with long range implications, but the client often burdened with presentism and day to day workload and needs to be nudged to act… Again, in this situation and after years of Korea facing work, I have seen the ramifications if no action is taken—with most downsides avoidable.

Bottom Line

With work centering on—Strategy, People and Culture…and always the element of Korea, I’m here to discuss your challenges. Happy to set a time to chat, too. www.bridgingculture.com

Don

Overseeing an international project in South Korea?  Managing a local Korean subsidiary–the brand’s HQ and senior leadership in Korea?  Then, you are from time to time bringing on new executives and team members. For starters, I feel there are 3 essentials to better understanding the Korean mindset and DNA with regard to Korean business.

Lesson learned tell us the new hires will need Korea facing support and insights into the many nuances that will impact their day to day interactions and business decision.  

Hierarchy—place and order

One of the most distinguishing characteristics of Korean culture and deeply embedded in the workplace is hierarchy .

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. 

Especially with new hires, Korean colleagues will ask questions to better place them in their social matrix. These questions may include family, the university they attended, the prior companies they were employed, and the work positions they have held.  (Not trying to pry but it’s common for questions to get rather personal, too, such as marital status, if they have children, do they go to Church, and how old they are …).

Status

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, the company where one is employed, job position, and personal income. More so, we have seen considerable upward social mobility within Korea—a direct result of the nation’s economic successes. 

Going hand and hand with upward mobility has been the demand for luxury and premium goods and products.  In fact, these (most often Western branded) lux items have taken on the role of status markers.  

This list can include designer eyeglasses, handbags, and watches, as well as ties, scarfs, belts and name brand clothing. 

BTW with new casual dress codes in Korea, I am finding for the workplace top name brand jeans, polo and t-shirts very popular. 

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 who lived through the Korean War and its aftermath are more conservative, strongly allied with the U.S., and still uncompromising towards North Korea. 

In contrast and the dominant generation in the workforce today are South Koreans in the 26-35 age group. Many of this group have studied abroad, look to work on overseas teams and projects, are fluent in English (and often another language or two), and have a global perspective. 

This younger generation of Koreans is less concerned about ideology and are 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, and many have attended western schools and universities. 

It is no surprise that many of the recent changes we’ve seen in 2018 and in 2019 address concerns this generation have had about the Korean workplace.  This ranges from work-life balances, gender issues, and no longer tolerating past norms where an older generation often bullied subordinates.  In fact, on the later we find the new generation are now speaking out in social media and reporting cases to whistle-blower sites. 

All three noted, I see hierarchy, status and generations as a lens to begin to better understand the Korean mindset, both within their society and in the workplace across their global organizations.  

Adding to the above, and as a best practice there will be an ongoing need to support teams on the nuances of Korea impacting their day to day interactions and business decisions. As always, I am here to support and ready to jump in !

Don

Visit http://www.bridgingculture.com

Contact Dsoutherton@bridgingculture.com