Process Coaching

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.WHAT ...WE ...DO ...-.....PROCESS

Transcultural Synergy assist businesses involved in cross-border acquisitions, joint ventures or strategic alliances with their post merger integration challenges that arise from the differing organisational and national cultures. Our aim is to maximise human potential in transnational collaboration.

We also assist companies solve cross-cultural challenges in international transfers, expatriation and general mobility issues, as well as in multi-national marketing and business development. Our strengths are working with European & Asian companies seeking better client & staff relations transcending cultural differences.

What we do

We assist combining organisations (Alliances, JVs and mergers) with sensible combination and integration of organisational (corporate) and national (ethnic) culture.

Organisational cultures differ mainly at level of symbols, heroes and rituals, often called 'practices', and this is the domain of business sociology. Organisational cultures are normally manageable, i.e. it is possible to intervene and change organisational culture. On this basis management performance is often evaluated on ability to instigate change (change management).

National cultures differ mainly at deeper level of values, and the domain of business anthropology or cross-cultural communication. National culture is distinctly different for corporation in that it is not manageable (at a corporate level), i.e. it is not possible for managers within firms to change national culture. In an international context, then, management and leadership ability is no longer about the ability to instigate change, but rather the ability to adapt and work to full potential in given cultural environment, i.e.ability to adapt and work within existing parameters or constraints.

Consultancy has to focus on aligning leadership and management practices, developing alliance values which are compatible and sustainable in all national cultures involved, facilitating knowledge transfer and virtual team productivity, and enabling transnational synergy.

Our starting point is always a Cultural Audit, in order to determin integtation strategy (potential problem identification) and support implementation. Understanding the cultural landscape allows us to map out an appropriate integration process plan. Where a cultural audit is possible before the merger, then a cultural due diligence is preferred, which would look at, amongst other aspects, at cultural fit, organisational fit, location, management team strength, employee morale, customer satisfaction, organisational readiness, human resources approach, financial and legal issues. A cultural audit examines what the companies value and stand for, who the heroes are, what and who gets rewarded, how conflict is resolved, decisions taken and key issus communicated, and the subliminal icons and symbols (mottos and slogans); and all this in the context of the national cultures they take place.

How can culture help?

The two parties bring at least two culture sets to the integration. Unless internal conflicts and value issues are resolved quickly and effectively, the merged company becomes inward looking and looses touch with its markets. Openly addressing both cultures makes it possible to identify and resolve differences, to agree on shared objectives at all level, and thus develop a new common culture which is outward looking and customer focus.

By analysing the two organisational cultures and putting them in the context of their national culture involved, we can

• Pinpoint areas needing particular attention

• Predict potential conflicts to resolve

• Refine the integration plan to include cross-cultural issues, and

- take account of the human aspect

- help implement it in a structured approach

- transfer key cross-cultural skills

How we assist:

• Audit and do specialist analysis – interviews, questionnaires, surveys (cross-border analysis)

• Prepare the guidance maps and integration plan structure

• Guide you through the integration Process

• Monitor and advise on the actual integration

• Assist through key difficulties
• Develop cross-cultural training plan as necessary

• Bring in Specialists, analysts, trainers and coaches as required

• Act as Independent Intermediary role between 2 cultures where needed

We create the right team, at the right places, at the right time from our network of low-overhead, independent specialists around the world for the requirements of the project, thus remaining cost-effective and focussed on our expertise.

Our focus is INTERNATIONAL cross-border mergers and alliances incorporating cross-cultural management expertise.

We tailor our solutions creatively and holistically to your needs, to make cross-border post-merger integration successful.

BACKGROUND INFORMATION:

For more background information and publications (other sources) on transnational networks and the area of international post merger integration, see: