I am nearing the end of a series of client workshops that will have taken me to 13 locations around the world over the past month.
The thing that has most struck me about the experience is that a corporate culture can be every bit as strong as a national culture, even for a firm that focuses on hiring locally in each market and that has made a number of significant acquisitions. I have been amazed by the way in which all of the operations that I have visited are united by a set of shared values and culture.
That is not to say that there is not something distinctively French about their French operations, and something distinctively Japanese about their Japanese operations. These operations clearly manifest their local cultures and customs – but the dominant impression that you take away from meeting them is the similarity of their aspirations and values.
The usual explanation for this phenomenon is that the national operations have become “Americanized” (my client is headquartered in the US). I believe this is wrong. I have worked with many American companies that are way more formal and hierarchical than the stereotypical German or Japanese company. I believe that the truth is that the company has recognized the importance of creating a corporate culture that transcends national culture.
By articulating a way of doing business and demonstrating a set of behaviors that embodies a consistent set of values, the company has created a corporate culture that is the same across the globe, and that is enriched – not threatened – by national “interpretations” of these underlying values.
It is a remarkable thing to behold.
It is also a powerful source of competitive advantage – this commonality of beliefs was a major factor in allowing the company to respond swiftly and effectively to the market meltdown last year, and in facilitating its ability to integrate a number of recent acquisitions.
