CULTURAL COLUMN – Global success depends on sophisticated and flexible global talent that have developed a high level of Cultural Intelligence (CQ) over time. 

CULTURAL COLUMN – The concept of ‘Face’ is differently understood across cultures. Being able to effectively practice ‘saving Face’ and raising people’s social standing and self worth seems to produce much better long-term business outcomes across cultures.

CULTURAL COLUMN – organisations need to invest in building and maintaining high levels of trust in cross cultural business as this correlates positively with innovation, competitive advantage, support for change and increased productivity.

CULTURAL COLUMN – Bicultural competent professionals deliver a competitive edge in culturally diverse and global work situation.

CULTURAL COLUMN – Different cultures have very different ideas as to how rules, morals, and laws should be applied causing much cross-cultural surprise, confusion and frustration.

CULTURAL COLUMN – Managers of culturally diverse teams need intercultural leadership skills to understand the differences in expectations from egalitarian and hierarchical cultures and the impact on preferred management style.

CULTURAL COLUMN – We need to identify the skills and competencies that make the difference between a translator and a culturally competent translator.

CULTURAL COLUMN – The bamboo or cultural ceiling are seen as the barriers that keep those of Asian and other cultural background away from the highest levels of leadership in business and the law. A higher than average turn over of culturally diverse staff seems to be the high price to pay.

CULTURAL COLUMN – We have invested valuable time and money implementing management concepts across cultures without taking culture into account. We might also not realise that we actually undermine the effectiveness of our organisations.

CULTURAL COLUMN – People rarely realise that culture impacts preferred action and time systems and this guides perceived efficient behaviour across cultures.