One video. Three mins. Three data points as the foundation of my work.
There are differences between cultures. The differences are in foundational areas. The differences influence collaboration. If these three statements are true, then global companies need to address the influence of culture on cross-border collaboration.
Yet very few of them do so. And because of that culture continues to cause problems. The empirical evidence is clear, and has been for several years, that most cross-border combinations either underperform or fail.
The term empirical means experience. It is factual, true, cannot be dismissed. Most cross-border combinations either underperform or fail. Now here’s the thing, all of the reports, the articles, studies, talks, roundtable, events name culture as the main reason for why cross-border combinations either underperforme or fail.
But they never spell out what they mean by the term culture. Let me repeat, the so-called experts never spell out what they mean by the term culture.
The greatest force in global business, the hardest of the hard factors in the global economy, the strongest influence on cross-border collaboration, is culture, national culture, more specifically differences between national cultures, differences in how we think and in how we work.
Folks, culture needs to be addressed.