intercultures | News

Lokal Global: a series of events organised by intercultures

Lokal Global is a Germany-wide series of events organised by intercultures. Its goal is to give executives, managers and heads of international projects guidance and inspiration for their global challenges.

On June 10, 2011, we will be welcoming companies from the regions of Berlin, Brandenburg and Saxony. During two interactive sessions, participants will receive insights into – and deepen their knowledge of – best practices in intercultural competence development.

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How do you make your employees internationally more successful? (Photo: Getty images, Buena Vista Images/Photodisc)

Stefan Meister, director of intercultures, will show how to develop the international competitiveness of employees.

In the second session, Li Yang, one of our most experienced experts on China, will raise the participant’s awareness of the opportunities and potentials when doing business with Chinese and Asian partners.

Afterwards, the event offers a forum for participants to share their experiences in the international context.

If you are interested in participating in our workshop Lokal Global in Berlin, please email friese@intercultures.de for more information.

Big Apple, Windy City

Big Apple, Windy City
To meet the increasing demand of intercultures’ services in North America, we interviewed a selection of trainers and consultants in New York and Chicago. Both cities have traditionally been favourites for subsidiaries of German companies.
Meeting in Manhattan: Marion Freimuth-Popovic and Stefan Meister (Photo: Stefan Meister)
In New York, Marion Freimuth and Jamie Gelbtuch were selected. While German Marion Freimuth’s special focus is on German-American issues, Manhattan-born Jamie Gelbtuch offers global business skills as well as culture-specific training on Latin America, France and the US.
In future, Malii Brown will be representing Chicago on the intercultures map. She is not only able to offer impressive international experience but has also had a long career in the intercultural field. Malii’s focus is on US-specific and cross-cultural topics as much as on diversity and inclusion.
This increase in our North American’ competencies enables us to offer an even more flexible and sustainable response to customer enquiries.

To meet the increasing demand of intercultures’ services in North America, we interviewed a selection of trainers and consultants in New York and Chicago. Both cities have traditionally been favourites for subsidiaries of German companies.

Meeting in Manhattan: Marion Freimuth-Popovic and Stefan Meister (Photo: Stefan Meister)

Meeting in Manhattan: Marion Freimuth-Popovic and Stefan Meister (Photo: Stefan Meister)

In New York, Marion Freimuth-Popovic and Jamie Gelbtuch were selected. While German Marion Freimuth-Popovic’s special focus is on German-American issues, Manhattan-born Jamie Gelbtuch offers global business skills as well as culture-specific training on Latin America, France and the US.

In future, Malii Brown will be representing Chicago on the intercultures map. She is not only able to offer impressive international experience but has also had a long career in the intercultural field. Malii’s focus is on US-specific and cross-cultural topics as much as on diversity and inclusion.

This increase in our North American’ competencies enables us to offer an even more flexible and sustainable response to customer enquiries.

Building bridges in Istanbul

Building bridges in Istanbul
Over the last two years, the number of requests for intercultures to give keynote speeches at international meetings has increased significantly. The advantages are clear: Even during a brief presentation, interests can be aroused and themes covered for which there is little time in daily business. Participants work together to address issues relating to differences and commonalities that are all too often ignored. These discussions create a closeness that is conducive to team development and a common identity. At the same time, an exciting topic adds welcome relief to the usual succession of PowerPoint presentations.
For AB Enzymes’ annual global sales meeting in Istanbul, intercultures was invited to introduce and establish the event’s theme “Building Bridges” with just such an interactive speech, since international sales requires intercultural competences: AB Enzymes’ sales managers originate from more than a dozen nations and are responsible for customers in over 50 countries.
On Istanbul’s European side: Sultanahmet, the Blue Mosque
AB Enzymes (www.abenzymes.com) is a global market leader in enzyme production. With its headquarters in Darmstadt, Germany, plus regional offices in the USA, Singapore, Brazil, China and Poland, and a production and research facility in Finland, the company offers solutions for the Baking, Beverage, Food Specialities, Textiles, Detergents and Pulp & Paper markets worldwide.
Topics of the keynote included the advantages of diversity within the context of the company’s fast growth – particularly with regard to innovation and customer intimacy – as well as raising awareness of cultural differences in external and internal cooperation. Thanks to an interactive and realistic presentation and choice of topic, the event was deemed a complete success by all participants.
Keynotes can also pose risks, however: a keynote presentation that bypasses the participants’ needs can very quickly jeopardise the mood of a meeting, and even bury the topic deep within the company. If you are planning a successful keynote for your next international meeting, we’d be glad to help!

Over the last two years, the number of requests for intercultures to give keynote speeches at international meetings has increased significantly. The advantages are clear: Even during a brief presentation, interests can be aroused and themes covered for which there is little time in daily business. Participants work together to address issues relating to differences and commonalities that are all too often ignored. These discussions create a closeness that is conducive to team development and a common identity. At the same time, an exciting topic adds welcome relief to the usual succession of PowerPoint presentations.

For AB Enzymes’ annual global sales meeting in Istanbul, intercultures was invited to introduce and establish the event’s theme “Building Bridges” with just such an interactive speech, since international sales requires intercultural competences: AB Enzymes’ sales managers originate from more than a dozen nations and are responsible for customers in over 50 countries.

On Istanbul’s European side: Sultanahmet, the Blue Mosque

On Istanbul’s European side: Sultanahmet, the Blue Mosque

AB Enzymes is a global market leader in enzyme production. With its headquarters in Darmstadt, Germany, plus regional offices in the USA, Singapore, Brazil, China and Poland, and a production and research facility in Finland, the company offers solutions for the Baking, Beverage, Food Specialities, Textiles, Detergents and Pulp & Paper markets worldwide.

Topics of the keynote included the advantages of diversity within the context of the company’s fast growth – particularly with regard to innovation and customer intimacy – as well as raising awareness of cultural differences in external and internal cooperation. Thanks to an interactive and realistic presentation and choice of topic, the event was deemed a complete success by all participants.

Keynotes can also pose risks, however: a keynote presentation that bypasses the participants’ needs can very quickly jeopardise the mood of a meeting, and even bury the topic deep within the company. If you are planning a successful keynote for your next international meeting, we’d be glad to help!

No black and white thinking: our new WBTs

No black and white thinking: our new WBTs
After two years of development work, here it is: from January 2011, intercultures is taking a further important step with its customers towards the sustainability of training measures. Following classroom training, web-based training (WBT) models are available for a total of 25 target cultures – completely free for all participants.
- Photo: Screenshot of introduction page for Japan -
Learning time for a basic module is approximately 45 minutes, and deepens and strengthens the learning contents about a particular aspect, e.g. “Negotiating” or “Managing personnel”. This is done in narrative style, leading participants through the topic in three episodes.
There is a particular focus on the careful differentiation of the situation. At the end of each episode, a choice of four answers or behaviour options is given, from which the most appropriate is to be selected, while under certain circumstances all others could also be suitable. In contrast and contrary to intercultural learning objectives, most similar products – particularly those from Anglo-Saxon countries – offer only “right” or “wrong” options. Instead of black and white, we have deliberately opted for the wealth of grey!
These episodes are supplemented by a quiz and a compendium of work practices in each culture, to be downloaded as a pdf file. Another option is the choice of a testing module, which could, for example, be used when a WBT is used in preparation for classroom training and its content is later applied “live” with the group of participants.
Five more free basic versions are planned for our customers before the end of 2011. Premium versions with five times the content of the basic versions are in development. These will be subject to a charge and while they might not serve to replace classroom training altogether, they will pass on extensive knowledge as stand-alone solutions. More information will be available in our next issue of “News”, where we will introduce the premium version “China” and its architects and authors.
To learn more about our WBTs, please contact Andrea Mendieta (link to mendieta@intercultures.de).

After two years of development work, here it is: from January 2011, intercultures is taking a further important step with its customers towards the sustainability of training measures. Following classroom training, web-based training (WBT) models are available for a total of 25 target cultures – completely free for all participants.

Photo: Screenshot of introduction page for Japan

Photo: Screenshot of introduction page for Japan

Learning time for a basic module is approximately 45 minutes, and deepens and strengthens the learning contents about a particular aspect, e.g. “Negotiating” or “Managing personnel”. This is done in narrative style, leading participants through the topic in three episodes.

There is a particular focus on the careful differentiation of the situation. At the end of each episode, a choice of four answers or behaviour options is given, from which the most appropriate is to be selected, while under certain circumstances all others could also be suitable. In contrast and contrary to intercultural learning objectives, most similar products – particularly those from Anglo-Saxon countries – offer only “right” or “wrong” options. Instead of black and white, we have deliberately opted for the wealth of grey!

These episodes are supplemented by a quiz and a compendium of work practices in each culture, to be downloaded as a pdf file. Another option is the choice of a testing module, which could, for example, be used when a WBT is used in preparation for classroom training and its content is later applied “live” with the group of participants.

Five more free basic versions are planned for our customers before the end of 2011. Premium versions with five times the content of the basic versions are in development. These will be subject to a charge and while they might not serve to replace classroom training altogether, they will pass on extensive knowledge as stand-alone solutions. More information will be available in our next issue of “News”, where we will introduce the premium version “China” and its architects and authors.

To learn more about our WBTs, please contact Andrea Mendieta.

Bemvindos a Luanda!

Bemvindos a Luanda!
Welcome to Luanda! Despite the warm welcome signs at the airport of Angola’s biggest city, it quickly becomes obvious to visitors from Western industrial nations that they are about to face challenges.
Luanda moves! (Photo: Manuela Sambo)
A deficient infrastructure, drastic gulf between rich and poor as well as omnipresent corruption turn a stay in the country into an often confusing and emotional experience.
Did you know that Luanda is one of the world’s most expensive cities, where a pizza in a restaurant costs up to €40, and a small rental apartment is hard to find for less than €4,000? In contrast to these sky-high prices, however, there is a second economic reality, which keeps the majority of the population on the breadline or below, and where pizza is not on the menu.
The gulf between these twin tracks of development increased again due to the 2010 Africa Cup of Nations, which was held in Angola, and has its origin in the country’s decades of paralysis through civil war and wars of independence. At the same time, Angola has regions that are among the world’s richest in raw materials. In addition to oil deposits, its rare metals are particularly sought after.
This combination of poor infrastructure and abundant natural resources attracts large numbers of foreign investors to the country. Thus the overpriced hotels are filled with representatives of Anglo-Saxon oil corporations while in the city’s south, Chinese building crews raise satellite towns for nearly a million inhabitants and build rail lines inland.
In this highly complex environment, it is essential for business travellers and expats to receive professional support. As economic interest has grown, so has the need for intercultural preparation and expertise with a focus on Angola. intercultures is the only German provider able to offer these both on the ground in Luanda as well as in Germany.
Our trainer Manuela Sambo is Angolan and for many years has been advising and accompanying German companies entering the market and during local negotiations. Because the majority of her family lives and works in Angola, she receives up-to-date insider information with regard to economics and politics. Thanks to many years living in Cottbus and Berlin, she fully appreciates and understands any queries or problems raised by business travellers and expats.
To learn more about intercultural support with regard to Angola: “Bemvindos!” (Link to contact page)

Welcome to Luanda! Despite the warm welcome signs at the airport of Angola’s biggest city, it quickly becomes obvious to visitors from Western industrial nations that they are about to face challenges.

Luanda moves! (Photo: Manuela Sambo)

Luanda moves! (Photo: Manuela Sambo)

A deficient infrastructure, drastic gulf between rich and poor as well as omnipresent corruption turn a stay in the country into an often confusing and emotional experience.

Did you know that Luanda is one of the world’s most expensive cities, where a pizza in a restaurant costs up to €40, and a small rental apartment is hard to find for less than €4,000? In contrast to these sky-high prices, however, there is a second economic reality, which keeps the majority of the population on the breadline or below, and where pizza is not on the menu.

The gulf between these twin tracks of development increased again due to the 2010 Africa Cup of Nations, which was held in Angola, and has its origin in the country’s decades of paralysis through civil war and wars of independence. At the same time, Angola has regions that are among the world’s richest in raw materials. In addition to oil deposits, its rare metals are particularly sought after.

This combination of poor infrastructure and abundant natural resources attracts large numbers of foreign investors to the country. Thus the overpriced hotels are filled with representatives of Anglo-Saxon oil corporations while in the city’s south, Chinese building crews raise satellite towns for nearly a million inhabitants and build rail lines inland.

In this highly complex environment, it is essential for business travellers and expats to receive professional support. As economic interest has grown, so has the need for intercultural preparation and expertise with a focus on Angola. intercultures is the only German provider able to offer these both on the ground in Luanda as well as in Germany.

Our trainer Manuela Sambo is Angolan and for many years has been advising and accompanying German companies entering the market and during local negotiations. Because the majority of her family lives and works in Angola, she receives up-to-date insider information with regard to economics and politics. Thanks to many years living in Cottbus and Berlin, she fully appreciates and understands any queries or problems raised by business travellers and expats.

To learn more about intercultural support with regard to Angola: “Bemvindos!”

Measuring intercultural competence?

Measuring intercultural competence?
What is intercultural competence? How developed is it in me or my employees? What does this state of development mean for our international working processes?
- Photo: Screenshot SISA spider diagram -
These and similar questions frequently arise as soon as we start working globally. After years of research and validation work, and in cooperation with intercultures, Elisabeth Prechtl, PhD, has developed an instrument for the measurement of intercultural competence, which has been available online to corporate clients since January 2011. SISA (Scale for Intercultural Self-Analysis) differs from other models on the market due to its exceptional user-friendliness – it is self-explanatory and can be completed in about 15 minutes, thanks to the clarity of the model and its solid validity.
An additional feature is the model’s attractive pricing, which invites companies to carry out the analysis of large numbers of employees in order to derive targeted measures. In this context, intercultures offers blended learning formats, which we will introduce in more detail in our next edition of “News”. If you are curious about SISA, please contact Ms Sumaiah El-Said (Link to elsaid@intercultures.de).

What is intercultural competence? How developed is it in me or my employees? What does this state of development mean for our international working processes?

Screenshot SISA spider diagram

Screenshot SISA spider diagram

These and similar questions frequently arise as soon as we start working globally. After years of research and validation work, and in cooperation with intercultures, Elisabeth Prechtl, PhD, has developed an instrument for the measurement of intercultural competence, which has been available online to corporate clients since January 2011. SISA (Scale for Intercultural Self-Analysis) differs from other models on the market due to its exceptional user-friendliness – it is self-explanatory and can be completed in about 15 minutes, thanks to the clarity of the model and its solid validity.

An additional feature is the model’s attractive pricing, which invites companies to carry out the analysis of large numbers of employees in order to derive targeted measures. In this context, intercultures offers blended learning formats, which we will introduce in more detail in our next edition of “News”. If you are curious about SISA, please contact Sumaiah El-Said.

Global Vision: Development and Implementation

In all honesty: Do you know and live your company’s values? What would need to happen for all employees to be led and motivated by them? Are you really using the potential that lies within its vision?

Diverse interests, common direction...

Diverse interests, common direction...

Development of vision is a turning point in the history of every organization. If it doesn’t succeed, values remain on paper and employees develop a cynical immunity to any further attempts to promote corporate identity. If it does succeed, it produces surges in motivation and development that will have a lasting positive influence on the organization. The successful development of vision is an effective change management instrument.

This process becomes even more challenging on an international level. For instance, what does “Customer focus” mean in the US, in Singapore or Germany? Does it mean being available 24/7? To what extent do we involve all international stakeholders when negotiating values and their resulting behavioral parameters? In what way should these values be linked with leadership behavior? How much culture-specific interpretation do we allow for subsidiaries?

We cordially invite you to discuss these and other exciting questions with the manager of our Global Change Consulting division, Drissia Schroeder-Hohenwarth. Your participation is free of charge, and the webinar takes place on November 18, 2010, at 2pm CET. We look forward to your registration!

Webinars as Customer Service

Due to the great demand for September’s webinar on “Success Factors of Virtual Teams”, intercultures is offering a second edition for newly interested parties and those who couldn’t take part last time. The webinar will take place on October 25, 2010, at 4pm CET. You can find more information here.

Screenshot of the webinar on September 3rd, 2010

Screenshot of the webinar on September 3rd, 2010

Interested? Why not fill in the registration form!

We are also planning to cover another exciting topic for you in November: “Development of Global Vision”. We look forward to your interest!

Stay where you are…

…just bring your curiosity! Starting immediately, intercultures is offering webinars for clients and interested parties on particularly exciting topics from the field of global competence development.

(Photo: getty images; Digital Vision; Tim Hall)

Attend the webinar from wherever you might be! (Photo: getty images; Digital Vision; Tim Hall)

What is a webinar? The process is similar to classroom training but takes place in a virtual room. Participants can attend in comfort from a PC or laptop. The team of moderators will guide you through the training content via video and participants can take part “live” via chat.

The topic in September is “Success Factors of Virtual Teams”. Experts Line Jehle und Dr. Marcus Hildebrandt will discuss the question: How can the performance of international teams be improved?

This question is one of the factors, which determines how globally competitive a company will be in the future. Thanks to our own research and more than ten years of experience working with virtual teams, intercultures has found some exciting answers. More information on the topic of virtual teams can be found here.

Participation in this webinar is free of charge. If you are curious and have time to join us on September 3, 2010, at 3 pm CET, we are looking forward to welcoming you.

interculture’s webinars take place every two months. Topics for the coming months are “Global Vision: Development and Implementation”, “Assessment of Intercultural Competencies”, “International Email Practice”, “Blended Learning in Global Competence Development” and “Diversity as a Competitive Advantage”. We also welcome suggestions for further topics.


When employees are silent: Management by Walking Around

In the global marketplace, employees are both innovators and implementers. Their knowledge is hugely important in successfully shaping work and team processes within companies. Yet this information resource is only rarely harnessed, as recent findings show.

gettyimages; Photography Inc; Jon Feingersh

gettyimages; Photography Inc; Jon Feingersh

In most cases, employees keep their knowledge to themselves. They do not dare give feedback to their superiors or suggest improvements. The reason: fear of criticism and repression.

A study carried out by the US-American organization researchers Linda Trevino and James Detert in a US technology company with 50,000 staff shows that half of employees think communication with a superior should not be too open.

According to Trevino and Detert the biggest obstacles to openness are the personality, behavior and demeanor of senior staff. An intentionally hierarchical structure at meetings and appraisal interviews as well as inadequate top-down communication often means that mistrust towards management becomes the norm.

How can employees‘ confidence be restored? The answer, according to both US-scientists, is well-known: Management by Walking Around. This is a method that focuses communication between employees and management on informal discussions and thus builds relationships without a concrete reason and with an open ear for what is being said.

In order to see how these findings can be implemented without face-to-face contact in virtual teams, we are happy to demonstrate our developments in the area of “Virtual Performance Improvement” (VPI). Please request further information here.

To learn more about the study “Speaking Up to Higher-Ups: How Supervisors and Skip-Level Leaders influence Employee Voice”, click here www.handelsblatt.com