Trust Across Borders: Strategic Success Factor for the 21st Century
Building trust comes slowly with German and European companies
In the highly competitive European automotive market, a fundamental human principle still underlies all business deals, claims one global expert.
Trust is still at the heart of what drives most business decisions, said Franz Neumeyer, citing this recent Automotive News headline: "Suppliers prefer the Japanese - trust, prospect for profit are worse at Big Three."
How cultural differences between Germans and Americans affect the decision making and problem solving process in engineering and project development – two strategic functions for global success.
Do What It Takes vs. Make No Mistakes (Project Management on Both Sides of the Atlantic)
“Why aren’t they moving forward?” and “How can they decide without knowing anything?” are statements often heard when German and American engineers are working together.
Multi-cultural coaching initiative enhances the success rate of global integration efforts
Synergy or Misery? – Multicultural Coaching Enhances the Success of Global Integration
As the business world continues to globalize, it is becoming increasingly common for companies to establish foreign subsidiaries or enter into international joint-venture relationships. While managers are quick to tout the anticipated benefits and potential business synergies, they frequently fail to take a realistic approach to these relationships which are almost always culturally and personally complex.
Strategic Trust and Relationship Building between German Headquarters and U.S. Subsidiaries: A Low-Cost Initiative to Remove High-Cost Cultural Barriers
Strategic Trust and Relationship-Building Between Headquarters and Subsidiaries
“Companies can’t have more credibility with their customers than they have internally.” Therefore customer satisfaction, a leading indicator of future profits, is always a reflection of the trust level inside and between parts of an organization. Relationship and trust building therefore must be understood and approached as a strategic initiative. This is especially true inside global matrix organizations where different cultural values can complicate the process.