With the aid of a specially developed model – The 5 C’s Model – expert authors demonstrate how to get your communications right internationally and ensure that meetings, both face-to-face and virtual, go according to plan. Barry Tomalin and Mike Nicks offer strategies and tactics for getting people from different countries on your side, and detailing the knowledge you need to make the right impression and avoid giving offence. The authors provide a framework for understanding any culture in the world, but include specific chapters on the top 16 economies in the world in 2050, according to Morgan Grenfell bank: China, USA, Germany, UK, Russia, India, Indonesia, Brazil, France, Italy, Spain, The Gulf, South Korea, Mexico, Australia and Japan

Demonstrates how to get your communications right internationally and ensure that meetings, both face-to-face and virtual, go according to plan. This work provides a framework for understanding any culture in the world, offering strategies and tactics for getting people from different countries on your side.

You are in the front line of the Global Economy, you export to Thailand or India, you source from Poland or Mexico, you run a project in Saudi Arabia or Russia, you provide support to Brazilian or Swedish colleagues, you negotiate with German or Korean partners, you struggle to adjust to your French or Chinese employees, you wonder how to be on the same wave length with an American or Japanese boss. You have an international meeting tomorrow and wonder how to meet your objectives? Read the related pages of Business cultures across the world: this practical guide will provide you with the clues to understand your interlocutors and anticipate their reactions. You will find the proper and efficient way to get things done, gain time and raise efficiency, and reduce the risk of misunderstanding and tension. Vous arrivez en Indonésie, au Mexique, en Corée ou encore en Pologne pour la première fois. Vous allez rencontrer des distributeurs, clients, fournisseurs et vous devez revenir avec des résultats. Comment procéder ? Par quoi commencer demain matin ? Comment bien relier la conduite des entretiens et réunions avec vos objectifs ? Qu’est ce qui est réaliste et faisable ? Ce guide en anglais est un outil simple, facilement accessible et pratique pour tous les managers internationaux. Il présente et explique les différentes cultures des affaires (business cultures) dans le contexte desquelles ils doivent travailler, négocier, interagir et réussir.

An international business expert helps you understand and navigate cultural differences in this insightful and practical guide, perfect for both your work and personal life. Americans precede anything negative with three nice comments; French, Dutch, Israelis, and Germans get straight to the point; Latin Americans and Asians are steeped in hierarchy; Scandinavians think the best boss is just one of the crowd. It's no surprise that when they try and talk to each other, chaos breaks out. In The Culture Map, INSEAD professor Erin Meyer is your guide through this subtle, sometimes treacherous terrain in which people from starkly different backgrounds are expected to work harmoniously together. She provides a field-tested model for decoding how cultural differences impact international business, and combines a smart analytical framework with practical, actionable advice.

The book explains fundamental aspects of global business interactions and discusses cultural influences on values, attitudes, expectations and practices. Most importantly, it gives country-specific advice on what to do, expect, and avoid in order to conduct business successfully in any of 50 countries around the world.

Ben Horowitz, a leading venture capitalist, modern management expert, and New York Times bestselling author, combines lessons both from history and from modern organizational practice with practical and often surprising advice to help executives build cultures that can weather both good and bad times. Ben Horowitz has long been fascinated by history, and particularly by how people behave differently than you’d expect. The time and circumstances in which they were raised often shapes them—yet a few leaders have managed to shape their times. In What You Do Is Who You Are, he turns his attention to a question crucial to every organization: how do you create and sustain the culture you want? To Horowitz, culture is how a company makes decisions. It is the set of assumptions employees use to resolve everyday problems: should I stay at the Red Roof Inn, or the Four Seasons? Should we discuss the color of this product for five minutes or thirty hours? If culture is not purposeful, it will be an accident or a mistake. What You Do Is Who You Are explains how to make your culture purposeful by spotlighting four models of leadership and culture-building—the leader of the only successful slave revolt, Haiti’s Toussaint Louverture; the Samurai, who ruled Japan for seven hundred years and shaped modern Japanese culture; Genghis Khan, who built the world’s largest empire; and Shaka Senghor, a man convicted of murder who ran the most formidable prison gang in the yard and ultimately transformed prison culture. Horowitz connects these leadership examples to modern case-studies, including how Louverture’s cultural techniques were applied (or should have been) by Reed Hastings at Netflix, Travis Kalanick at Uber, and Hillary Clinton, and how Genghis Khan’s vision of cultural inclusiveness has parallels in the work of Don Thompson, the first African-American CEO of McDonalds, and of Maggie Wilderotter, the CEO who led Frontier Communications. Horowitz then offers guidance to help any company understand its own strategy and build a successful culture. What You Do Is Who You Are is a journey through culture, from ancient to modern. Along the way, it answers a question fundamental to any organization: who are we? How do people talk about us when we’re not around? How do we treat our customers? Are we there for people in a pinch? Can we be trusted? Who you are is not the values you list on the wall. It’s not what you say in company-wide meeting. It’s not your marketing campaign. It’s not even what you believe. Who you are is what you do. This book aims to help you do the things you need to become the kind of leader you want to be—and others want to follow.