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Another significant finding was that restructuring had left organizations with a mix of skills that were badly suited to their needs. The survey concluded: ‘Change management has not generally had its intended consequences, while headcount reductions have negatively affected morale and feelings about job security’.

From the Financial Times

Change

Japan must reward bright sparks

By Michiyo Nakamoto

Japanese industry shows strong resistance to the idea of rewarding merit. This was highlighted last month when the Tokyo District Court ruled that Nichia, a mid-sized chemical company, should pay Shuji Nakamura, its former employee, ¥20bn ($189m) for an invention he developed while at the company: a way to manufacture blue light-emitting diodes (LEDs).

The blue LED has revolutionized areas from the recorded sound and film industries to traffic-signaling systems. It vastly increases the capacity of compact discs and DVDs and is likely to replace traditional light bulbs. Mr. Nakamura’s invention transformed Nichia from an obscure, rural chemicals maker with annual sales of ¥20bn into a global group with annual revenues of ¥180bn.

The court’s decisions, that Mr. Nakamura’s contribution was worth 50 percent of the profits Nichia could make before its parents on blue LEDs expire in 2010, was widely condemned in Japan. While the criticism focused on the size of the payments to Mr. Nakamura, the ruling caused deeper worries about Japan’s future. Business leaders warned that corporations, worried that they would face similar payments to successful researchers, would move their research and development operations offshore. Some characterized it as a sigh of the collapse of Japanese social values, and some media commentators questioned the justice of rewarding an individual for his invention.

According to old-style Japanese corporate values, Mr. Nakamura, nicknamed ‘the slave’ by his western friends for his low pay at Nichia, should have been pleased with his modest rewards. Yet, while his blue LED helped new industries to start up, and was widely praised as one of the top inventions of the decade, no Japanese academic institution offered him a job when left Nichia. With US universities competing to hire him, it is not surprising that he moved – with his bright ideas – to the University of California.

In Japanese schools, there are no winners on sports days. Apart from the relatively brief periods of innovation by companies such as Sony, Japan’s high-technology industry has largely competed to offer similar products with little regard for their own specific skills. Now these companies are undergoing painful adjustment as they struggle to identify their individual strengths and make some money. Until Japan can offer both financial and social recognition for individual achievement, it is unlikely to produce its own Microsofts or Dells or for that matter, a better-performing Sony.

From the Financial Times

Strategy

Scenarios

By Tony Jackson

Making up stories about the future might seem a curious occupation for grown-up executives. But there was a time, s in the 1970s and early 1980s, when scenarios were a familiar part of the planning process. They then fell out of fashion for a while, as did strategic planning overall. Now that strategy is making a comeback, so are scenarios. In essence, the scenario technique consists of describing a range of possible futures. Let us suppose that the Chinese economy collapses, or that it flourishes: that the Internet enriches the telephone companies, or drives them out of business. What then?

The aim is not to make predictions, but to provide a framework into which subsequent events can be fitted. If executives have thought out the possible outcomes, they should be quicker to react when one of them arrives. As Arie de Geus, former head of planning at Shell, puts it, they can remember the future.

Since the oil industry undertakes vast single invest­ments such as refineries or petrochemical complexes, scenarios appealed as a form of risk analysis. What would happen if the oil price soared or plummeted? What was the probability of a given host government collapsing, or nationalizing the industry?

Then came the reaction. In a recent book, The Living Company, Mr. de Geus describes how in the 1980s, Shell's senior executives became skeptical. Making up stories, they said, was great fun and good public relations. But how many decisions could be attributed directly to the scenario process?

Over the last 10 years, says Roger Rainbow, Shell's present head of planning, there has been more emphasis on getting the managers involved. The trend has been to get them to bring scenarios into their decision processes,' he says. 'We need to help people make decisions on quite specific issues, down to the level of a specific strategy in a given country, or a specific project.'

At the same time, he reports, there is a rising level of interest outside. 'We get one or two companies a week calling us up to ask our advice on scenarios. If we were a consultancy, we'd be making a lot of money.' There are a number of consultancies doing just that. Northeast Consulting, of Boston, was founded by a group of consultants who had previously done scenario work for IBM.

According to Keith Anderson, senior associate for Northeast Consulting Resources in Europe, the difference in origins is fundamental. Where Shell began with geopolitical change, the computer industry was more concerned with detailed developments in technology.

As Mr. Anderson puts it, the task is not merely to describe possible futures, but to identify the preferred one and work to bring it about. Microsoft, he observes, was dismissive about the Internet at the outset. When it perceived its mistake, it set out not merely to catch up, but to take a lead in determining how the Internet developed.

From the Financial Times

Culture

CORPORATE ROAD WARRIORS

The characteristic that most distinguishes today`s executives is not their technological sophistication but the amount of the time they spend on the move. To observe the real impact of globalization, you only have to walk around an international airport. Among the crowds of tourists, an army of road warriors and corporate executives march red-eyed across the world`s time zones. Global markets mean constant global travel.

Management consultants are among the most frenetic frequent fliers. They routinely cross continents for a face-to-face meeting and then return home. They point to the importance of personal contact. For a profession built on rational analysis, it seems illogical. Face-to-face meeting when one of the parties is exhausted and jet-lagged seem unlikely to benefit anyone. But most consultants act as if e-mail and satellite links had never been invented. For the masters of logic, only the face-to-face experience will do.

The question is why all the technological gadgetry has failed make a dent in the amount of business travel? The answer seems to lie with a simple statistic. More than 90 percent of human communication is non-verbal (some studies put it as high as 93 percent). Facial expressions, body language, eye contact – these are all key conduits. Without them you can`t get past first base. It`s tough to bond over the Internet/ “Most of us still want face-to-face contact”, says Cary Cooper, professor of organizational psychology and health at the University of Manchester Institute of Science and Technology (UMIST). “A lot of people rely on their personalities to persuade others”, he says. “That doesn`t come out in e-mails, and video conferencing is limiting. They may also want to influence people outside of meeting. That`s why eyeball-to-eyeball is so important. We still don`t fully trust the technology even though it`s been around for a while. We prefer to talk behind closed doors”.

We also read body language to pick up the atmosphere, he says, “We walk into a meeting and pick up the feel of what the other people are thinking. We watch how Y reacts to what X is saying. You can`t do that by videoconference. Most of us don`t have the self-confidence to believe we can built the sorts of relationships we need with clients and suppliers down the wire. Business travel won`t decrease for that reason. It`s a shame because at the moment we`re burning out an awful lot of people”.

Culture

FUNNY THING ABOUT JOKES: THE USES AND DANGERS OF HUMOUR

Different cultures have different beliefs about when humor is appropriate, what can be joked about, and even who can be joked with. Attitudes to uncertainty, status and the importance of business influence how much humor can be used.

For example, in cultures where the desire to avoid uncertainly is high, as in Germany, humor will be welcomed when it contributes to the working environment and supports the highly task-oriented German company. But German managers are less likely to use humor tactically, as a means of dealing with criticism, challenging authority, or reducing tension between people. International managers communicating in Germany should be direct.

Status is another important consideration. In some countries people may loosen up as they get promoted. But in more hierarchical cultures, such as France, the opposite is more likely to be the case. Seniority is largely determined by intellectual achievement and academic qualifications. Consequently, French executives are keen to avoid being seen as lightweight. So, while clever and sophisticated humor is acceptable, the risk of appearing foolish, with the accompanying loss of credibility and intellectual status, tends to limit other forms of humor. Self-mocking humor may be completely misunderstood.

In many western business cultures, teasing is routinely used as a means of social control. Typically, it serves to criticize a late-comer to a meeting or to show mild displeasure, while avoiding confrontation. But in certain Asian cultures, making fun of someone may leave managers feeling uncomfortable. In Japan managers use after-hours drinking as functional equivalent to criticizing with humor.

American managers often use jokes to warm up speeches and presentations, but once the real business starts, attempts at humor may met with silence. Americans have invested heavily in a set of political and economic values based on individual liberty and economic opportunity. It follows that business is taken more seriously than in other Anglo-Saxon cultures, such as Britain.

International managers have to proceed carefully, but humor remains a vital means of bridging cultural differences. Shared laughter is particularly important within cross-cultural teams, where it helps to bring differences to the surface and bring to team together. As the international comic Victor Borge once put it, humor remains ‘the shortest distance between two people’.

Culture

GOOD MANNERS, GOOD BUSINESS

Nobody actually wants to cause offence but, as business becomes ever more international, it is increasingly easy to get it wrong. There may be a single European market but it does not mean that managers behave the same in Greece as they do in Denmark.

In many European countries handshaking is an automatic gesture. In France good manners require on arriving at a business meeting a manager shakes hands with everyone present, this can be a demanding task and, in a crowded room, may require gymnastic ability if the farthest hand is to be reached.

Handshaking is almost as popular in other countries – including Germany, Belgium and Italy. But Northern Europeans, such as the British and Scandinavians, are not quite so fond of physical demonstrations of friendliness.

In Europe the most common challenge is not the content of the food, but the way you behave as you eat. Some things are just not done. In France it is not good manners to raise tricky questions of business over the main course. Business has its place: after the cheese course. Unless you are prepared to eat in silence you have to talk about something – something, that is, other than the business deal which you are continually chewing over in your head.

Italians give similar importance to the whole process of business entertaining. In fact, in Italy the biggest fear, as course after course appears, is that you entirely forget you are there on business. If you have the energy, you can always do the polite thing when the meal finally ends, and offer to pay. Then, after a lively discussion, you must remember the next polite thing to do – let your host pick up the bill.

In Germany, as you walk sadly back to your hotel room, you may wonder why your apparently hosts have not invited you out for the evening. Don`t worry, it is probably nothing personal. Germans do not entertain business people with quite the same enthusiasm as some of their European counterparts.

The Germans are also notable for the amount of formality they bring to business. As an outsider, it is often difficult to know whether colleagues have been working together for 30 years of have just met in the lift. If you are used to calling people by their first names this can be a little strange. To the Germans, titles are important. Forgetting that someone should be called Herr Doctor or Frau Direktorin might cause serious offence. It is equally offensive to call them by a title they do not possess.

In Italy the question of title is further confused by the act that everyone with a university degree can be called Dottore – and engineers, lawyers and architects may also expect to be called by their professional titles.

These cultural challenges exist side by side with the problems of doing business in a foreign language. Language, of course, is full of difficulties – disaster may be only a syllable away. But the more you know of the culture of the country you are dealing with, the less likely you are to get into difficulties. It is worth the effort. It might be rather hard to explain that the reason you lost the contract was not the product or the price, but the fact that you offended your hosts in light-hearted comment over an aperitif. Good manners are admired: they can also make or break the deal.

Culture

LEARNING TO COPE WITH CORPORATE CULTURE CLASHES

The dos and don`ts of traveling abroad are a potential minefield for the unprepared traveler. If you spit in some countries you could end up in prison. In others spitting is a competitive sport.

The Centre for International Briefing has spent 40 years preparing the wary traveler for such pitfalls. Though it may sound like a covert operation for aspiring secret agents, what the Centre does is prepare travelers for encounters with new social and business customs worldwide. To date, over 50.000 people have passed though its headquarters at Farnham Castle in Surrey. “There are two broad tracks to our training programme,” explains Jeff Toms, Marketing Director. “One covers business needs, the other social etiquette. For example, business travelers need to know how decision-making works.”

In Asian cultures most of it takes place behind the scenes. In China, it may be necessary to have government involved in any decisions taken. And in India, people are sometimes late for a scheduled appointment.

Greetings, gestures and terms of address are all potential hazards abroad. While we are familiar with the short firm handshake in this part of the world, in the Middle East the hand is held in a loose grip for a longer time. In Islamic cultures, showing the soles or your feet is a sign of disrespect and crossing your legs is seen as offensive.

The difference between understanding a culture and ignoring its convention can be the measure of success or failure abroad. Jeff Toms tells the story of a British employee asked to post a letter by her Indonesian employer. “She knew the letter was too late for the six o`clock post, so she decided to hold it until the eight o`clock one. Her boss saw the letter on her desk and sacked her for not posting it immediately. In Western cultures, we believe in empowering people and rewarding them for using initiative, but other cultures operate on the basis of obeying direct orders.”

John Doherty, International Marketing Director with the Irish Industrial Development Authority, explains how you can easily talk yourself into trouble at a business meeting in Japan: “For them, the most senior person at the meeting will say very little, and the person doing most of the talking is not very important”. Doherty has spent 12 of his 16 years with the IDA working abroad in the USA, Germany, South-East Asia and Japan.

“In a country like Japan, the notion of personal space which we value so much simply has no meaning”, he says. “With a population of 125 million condensed into a narrow strip of land, private space for the Japanese is virtually non-existent. You can`t worry about personal space in a packed train when people are standing on your feet”.

Culture

World Guide to GOOD MANNERS.

How not to behave badly abroad

Traveling to all corners of the world gets easier and easier. We live in a global village, but how well do we know and understand each other? Here is a simple test. Imagine you have arranged a meeting at four o`clock. What time should you expect your foreign business colleagues to arrive? If they`re German, they`ll be bang on time. If they`re American, they`ll probably be 15 minutes early. If they’re British, they`ll be 15 minutes late, and you should allow up to an hour for the Italians.

When the European Community began to increase in size, several guidebooks appeared giving advice on international etiquette. At first many people thought this was a joke, especially the British, who seemed to assume that the widespread understanding of their language meant a corresponding understanding of English customs. Very soon they had to change their ideas, as they realized that they had a lot to learn about how to behave with their foreign business friends.

For example:

-  The British are happy to have a business lunch and discuss business matters with a drink during the meal; the Japanese prefer not to work while eating. Lunch time is a time to relax and get to know one another, and they rarely drink at lunchtime.

-  The Germans like to talk business before dinner; the French like to eat first and talk afterwards. They have to be well fed and watered before they discuss anything

-  Taking off our jacket and rolling up your sleeves is a sign of getting down to work in Britain and Holland, but in Germany people regard it as taking it easy.

-  American executives sometimes signal their feeling of ease and importance in their offices by putting their feet on the desk whilst on the telephone. In Japan, people would be shocked. Showing the soles of your feet is the height of the bad manners. It is a social insult only exceeded by blowing your nose in public.

The Japanese have perhaps the strictest rules of social and business behavior. Seniority is very important, and a younger man should never be sent to complete a business deal with an older Japanese man. The Japanese business card almost needs a rulebook of its own. You must exchange business cards immediately on meeting because it is essential to establish everyone`s status and position.

When it is handed to a person in a superior position, it must be given and received with both hands, and you must take time to read it carefully. And not just put it in your pocket! Also the bow is very important part of greeting someone. You should not expect the Japanese to shake hands. Bowing the head is a mark of respect and the first bow of the day should be lower than when you meet thereafter.

The Americans sometimes find it difficult to accept the more formal Japanese manners. They prefer to be casual and more informal, as illustrated by universal “Have a nice day!” American waiters have a one-word imperative “Enjoy!” The British, of course, are cool and served. The great topic of conversation between strangers in Britain is the weather – unemotional and impersonal. In America, the main topic between strangers is the search to find a geographical link. “Oh, really? You live in Ohio? I had an uncle who once worked there.”

“When in Rome, do as the Romans do”

Here are some final tips for travelers.

-  In France you shouldn`t sit down in a café until you`ve shaken hands with everyone you know.

-  In Afghanistan you should spend at least five minutes saying hello.

-  In Pakistan you mustn`t wink. It is offensive.

-  In the Middle East you must never use the left hand for greeting, eating, or smoking. Also, you should take care not to admire anything in your hosts` home. They will feel that they have to give it to you.

-  In Russia you must match your hosts drink for drink or they will think you are unfriendly.

-  In Thailand you should clasp your hands together and lower your head and your eyes when you greet someone.

-  In America you should eat your hamburger with both hands and eat quickly as possible. You shouldn’t try to have a conversation until it is eaten

Culture

A growing opportunity to close the cultural gap

By Stephen Pritchard

Indian outsourcing companies now have a large share of the US and UK IT (information technology) services markets, but Indian and Asian companies have found it harder to make headway in northern and central Europe. The reasons are as likely to be cultural as technical. Indian IT services companies can provide large numbers of skilled graduates with good English. However, far fewer Indian graduates speak good German, and Indian businesses are less experienced in the culture and business practices of mainland Europe.

‘If you look at outsourcing companies in India or Malaysia, they have gained their experience from dealing with UK or US businesses’, suggests Simon Evans, a managing consultant in the IT group at PA Consulting in London. ‘US companies operate in a really very different way to the way German companies operate. There is a huge cultural learning curve for the Indian or Malaysian company to go through, even if they can learn the language.

This cultural gap and growing pressure on companies in Germany in particular to cut costs, present an opportunity for eastern European contractors. When it comes to IT skills in depth, India still has the edge, and IT services companies in Poland, Hungary and Czech Republic cannot compete on cost alone with India, Malaysia or China. However, the high standard of general education in eastern Europe, and a healthy supply of graduates with both languages and business experience, means that the region is attracting interest both among the large outsourcing providers, and among their customers.

In Latvia, for example, there is a significant pool of experienced IT professionals – particularly in research institutes – and IT graduates, says Valdis Lokenbahs, President of DATI Group, the country’s largest IT services provider to the western market. Latvia’s location is an advantage in itself and on opportunity to combine eastern and western business cultures, he says. Its IT experts can also work in several European languages. ‘In the European market, language skills are an issue, in particular in tasks where employees deal directly with customers,’ agree Marty Cole, global head of outsourcing at Accenture, the IT consultancy. ‘Business process outsourcing – the outsourcing of administrative and IT tasks – is growing fast.’ Accenture has a business process outsourcing centre in Prague, in the Czech Republic, where staff work in multiple languages to support customers.

Such multilingual call centers and support locations are not new: IT companies have run centralized helpdesks in Europe to locations such as Ireland and the Netherlands, there are now new support locations in eastern Europe. These new offices have more than just a cost advantage: they provide business continuity services that enable a business to continue its operations as normal even if it suffers problems such as a big computer system crash. These offices are well placed to serve the emerging eastern markets, including Russia. This is important, as acting as a lower cost alternative to Irish or Dutch operations will not be enough to establish countries such as Hungary or the Czech Republic as significant players in IT services.

From the Financial Times

Leadership

TOUGH LESSONS ON LEADERSHIP

By Herminia Ibarra

It has become generally accepted that our organizations need better leadership if they are to survive and prosper in these difficult times. Well-led companies know that leaders are made, not born, and invest in the development of their future managers. But, in spite of the energy devoted to leadership development, the return on investment rarely comes up to the hopes and expectations of participating executives of company sponsors. As ever, the question is “Can leadership be learned?”

Most of us can agree on basic definitions. Simply stated, leaders are people who:

·  Establish a new direction or goal for a group;

·  Gain the support, cooperation and commitment of those they need to move in that new direction;

·  Motivate them to overcome obstacles in the way of the company`s goals.

Consider the experience of a manager called Anne. After a steady rise through the functional ranks in logistics and distribution, Anne found herself unable to handle a proposal foe a radical reorganization that came from outside her division. Accustomed to planning for annual improvements in her basic business strategy, she failed to notice changing priorities in the wider market.

Although she had built a loyal, high-performing team, she had few networks outside her group to help her anticipate the new demands. Worse, she was assessed by her boss as lacking the broader business picture. Frustrated, Anne thought about leaving.

Let us examine Anne`s situation more closely. No longer able simply to rely on her technical skills, Anne needed to acquire the ability to think creatively and consider a broader range of forces in finding a new strategy for the group. As a leader, she is expected to identify new trends and spot new opportunities in the business environment.

She is also expected to recognize new partners and find new ways of bringing them on board. But, for Anne, working through networks was political activity – in her view, relying on who you know rather than what you know – and she had always rejected “time-washing on politics”. She failed to recognize the importance of building and using networks that cut across managerial levels and divisions.

To be successful at the next level Anne had to change her perspective on what was important and accordingly what she would spend her time doing. Letting go of old ways of thinking can be a terrifying proposition. The leadership transition, therefore, can provoke deep self-questioning: Who am I? Who do I want to become? What do I like t do? Do I have what it takes to learn a different way of operating? Is it me? Is it worth it?

Leadership

She’s the Boss

Business was invented by men and to a certain extent it is still “a boy game”. Less than 20% of the managers in most European companies are women, with fewer still in senior positions.

Yet in Britain one in three new businesses are started up by women and according to John Naisbitt and Patricia Auburdene, authors of ‘Megatrends 2000’, since 1980 the number of self-employed women has increased twice as fast as the number of self-employed men.

The Glass Ceiling Syndrome

Is it just a case of women whose career progress has been blocked by their male colleagues – the so-called ‘glass ceiling syndrome’ – being forced to set up their own businesses? Or do women share specific management qualities which somehow serve them better in self-employment? As many as 40% of start-ups fold within their first two years, but the failure rate of those run by women is substantially lower than that. It’s hardly surprising, therefore, that though male bosses tend to be reluctant to promote women, male bank managers seem only too happy to finance their businesses.

The Roddick Phenomenon

Anita Roddick, founder of the Body Shop Empire, is the perfect example of the female entrepreneur with her company growing from zero to £470 million in its first fifteen years. Perhaps the secret of her success was caution. Rather than push ahead with the purchasing of new shops, Roddick got herself into franchising – the cheapest way to expand a business whilst keeping overheads down. Caution, forward planning and tight budgeting seem to be more female characteristics than male. They are also the blueprint for success when launching a new company.

More Sensitive

When women join an existing company, it’s a different story. Less ruthlessly individualistic in their approach to business, women are more sensitive to the feelings of the group or team in which they work. They are generally more cooperative than competitive, less assertive, less prepared to lead from the front. Though they usually manage their time better than men and may even work harder, they are much less likely than their male counterparts to take risks. And, above all, it is risk-taking that makes corporate high fliers. As one male director put it: “I’m not paid to make the right decisions. I’m just paid to make decisions”.

Better Communicators

It’s an overgeneralization, of course, but it remains true that men will more readily take the initiative than women. The female style of management leans towards consensus and conciliation. Women seem to be better communicators than men – both more articulate and better listeners. And perhaps it is women’s capacity to listen which makes them particularly effective in people-oriented areas of business. In any mixed group of business people the ones doing most of the talking will almost certainly be the men. But perhaps only the women will really be listening.

The New Achievers

And, so companies change from large hierarchical structures to smaller more flexible organizations, the communication skills and supportive approach of women are likely to become more valued. It was predominantly men who profited from ‘the materialistic 80s’, the age of the achiever. But it will be women who achieve the most in ‘the caring 90s’ and beyond.

Employment / Competition

WINNING WAYS: DOES IT PAY TO BE COMPETITIVE IN THE WORKPLACE?

Judging how competitive we should be in today`s workplace is one of the most difficult problems for job-starters, according to Sue Cartright, an organizational psychologist. “We`ve inherited the values of the eighties, in which individualism and greed were rewarded”, she points out, “yet the nineties encourage collaboration and cooperation”.

In fact, says Angela Baron of the Institute of Personnel and Development, a surprising number of people damage their career prospects on entering a new office because they misjudge how competitive they should be. There are solutions, however. ‘The first step is to find out about the environment itself,’ she suggests. ‘Too often, secretarial staff forget that, while you may not be a cutthroat sales person yourself, the chances are that if you are working among them, it’s a value likely to spread to the entire office.’

Watch how people work, she advises, because attitudes are not always predictable. For example, increasing numbers of organizations are attempting to create a non-hierarchical atmosphere. Among these is London-based ad agency St Luke’s. ‘Nobody has a desk; they can sit and work anywhere,’ explains marketing manager Juliet Soskice. ‘There’s collaborative atmosphere, with everyone encouraged to put forward ideas.’ A secretary trying to prove herself by any means possible would hardly be welcome.

According to organizational psychologist Judy Rose, you’re less likely to be competitive if you’re female. In fact, new research by Peter York concludes that pushy women don’t tend to make it to the top anyway. The study found that in very competitive environments, female staff could be anxious and intense. ‘It sounds like a stereotype but research shows women’s style tends to be one of cooperation rather than competitiveness,’ Rose explains. ‘Even as young children, boys are brought up with a focus on competitive sports, whereas girls are brought up to share and play in groups.’ This, she believes, puts women at particular risk of being taken advantage of by more merciless colleagues.

Careers adviser Susan Jeffcock disagrees. ‘Another recent study by Tuvia Melamid found that most successful female managers exhibited ‘macho kick-ass’ characteristics. One of the reasons for this difference is that the York research focused on Britain`s most successful female chief executives, most of whom are over 40, while Melamid focused on managers who are mostly in their twenties and thirties. This shows how much age has to do with competitiveness – the latter group are 1980s children whereas the older women weren`t raised such hard values’.

From the Guardian

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