Archive for Don Southerton

Korea Facing: The Seemingly Impossible

October 21, 2012 Education Comments Off on Korea Facing: The Seemingly Impossible

By Don Southerton, Editor 

Companies like Samsung, Hyundai, Kia, SK, and LG have a reputation for setting huge goals that look to many outside the organizations unrealistic. Most often it’s stretch goals for sales, which I’ve witnessed not only throughout the Hyundai Motor Group, but with other major Groups, from smart phone sales, to food services, to the Korean retail golf market.

What I have found interesting and quite different from the West is that when stretch goals are announced Korean teams and management never openly voice that the task is impossible, even if leadership and most of team don’t have a plan…

Why? It’s thought that although you may not have a plan or solution…someone, perhaps the most junior employee may either know of a way, or someone has a friend in their personal network who has a solution. It’s felt that it is never productive to share even with close co-workers that task is impossible, since they may be the one with an idea. Outwardly they are forward leaning and positive.

On another level, when senior leadership set huge goals some in the ranks might doubt, but many more grew up witnessing the amazing and near impossible achievements of the Group. They reason that if the company did the impossible before, why not again… In other words, success breeds success.

BTW, I was a once in a conversation with a senior Korean manager. I brought up the subject of what it took to be be terminated or fired. Pondering for a moment, the Korean manager instead explained that it was hard to get fired even if you made a big mistake if you were seen as positive and upbeat.

Suggestion

Always be seen as positive and forward leaning…even when facing the near impossible.

Korea Facing: The Seemingly Impossible

October 19, 2012 general Comments Off on Korea Facing: The Seemingly Impossible

by Don Southerton, Editor

Companies like Samsung, Hyundai, Kia, SK, and LG have a reputation for setting huge goals that look to many outside the organizations unrealistic. Most often it’s stretch goals for sales, which I’ve witnessed not only throughout the Hyundai Motor Group, but with other major Groups, from smart phone sales, to food services, to the Korean retail golf market.

What I have found interesting and quite different from the West is that when stretch goals are announced Korean teams and management never openly voice that the task is impossible, even if leadership and most of team don’t have a plan…

Why? It’s thought that although you may not have a plan or solution…someone, perhaps the most junior employee may either know of a way, or someone has a friend in their personal network who has a solution. It’s felt that it is never productive to share even with close co-workers that task is impossible, since they may be the one with an idea. Outwardly they are forward leaning and positive.

On another level, when senior leadership set huge goals some in the ranks might doubt, but many more grew up witnessing the amazing and near impossible achievements of the Group. They reason that if the company did the impossible before, why not again… In other words, success breeds success.

BTW, I was a once in a conversation with a senior Korean manager. I brought up the subject of what it took to be be terminated or fired. Pondering for a moment, the Korean manager instead explained that it was hard to get fired even if you made a big mistake if you were seen as positive and upbeat.

Suggestion

Always be seen as positive and forward leaning…even when facing the near impossible.

 

Korea Facing: Countermeasures

October 13, 2012 general Comments Off on Korea Facing: Countermeasures

By Don Southerton, Editor

When I first began coaching at both Hyundai and then Kia Motors a few of the older highly experienced industry veterans got some satisfaction in pointing out “issues.” More so, if they had previously warned the Korean team what would happen if the company took a certain approach and it ultimately failed to meet expectations. It’s no surprise that tensions ran high.

My strategy to improve relations was to persuade the American team that pointing out “issues” wasn’t culturally productive. It was obvious to all when mistakes and poor judgements surfaced. Moreover, Koreans often took a trial and error approach. What was needed were “counter-measures,” an English term the Korean teams were using.

This mindset was reconfirmed a few years later while conducting a team building leadership workshop. In the discussion, one of the Korean participants pointed out that they looked for at least 3 options to solve a situation. He went on to explain that in Korea when a problem surfaced, they would prepare at least 3 or more “counter-measures” providing a solution for senior leadership to review.

Just pointing out the problem, he said, which is common in the West was not productive–noting that his boss already knew there was a problem. They want to see options. Most often the best approach turned out to be a combination of the 3 possible solutions.

My Suggestion

When issues and problems surface be the one to step forward with solutions.

Korea Facing: Decision Making

October 6, 2012 Education Comments Off on Korea Facing: Decision Making

By Don Southerton, Editor

As noted in the 3 previous Korea Facing hierarchy articles, ( see LINK below) power in Korean companies is often very centralized and only people at the highest level have the right to decide on issues. In Korea, the working team’s role is to implement or gather needed information. In other cases where overseas leadership and teams hope to offer a new service or program, local Korean management’s role is to gather information and then share with the appropriate senior team members, who are often in Korea. The local opinion is valued, but review may come from Korea.

My Suggestion…When conducting a meeting where a decision must be made please recognize that your local Korean team(s) will have considerable say in it’s outcome. This may include both the operations and finance teams. First, since the topic and subject matter may be new to your Korean team, I recommend you share prior to the meeting any needed background documents (best provided in PPT format). In addition, have an informal pre-meeting Q&A with the Korean team leader to brief and update them on any specifics. Note: they may need a day to review proposals and agreements, so timing is critical. Even in the best cases, expect that the Korean team may want to postpone any decision until they can carefully review and perhaps confer with Korea. I suggest all documents and meeting PPTs be immediately forwarded to the Korean team. I’d create a sense of urgency with a timeline for execution and implementation. Regardless, expect some delays and be patient. Over the years, I’ve found that Korean teams appreciate when their overseas co-workers recognize that the internal approval process takes time and offer supportive data or documents.

BTW, if your firm provides services to a Korea–based partner, provide both the western and Korean teams with background information prior to any meetings. Moreover, be prepared to share the meeting’s content with the Korean team, too.

Korea Facing LINK http://archive.aweber.com/bcw-clients/L.Vjo

Korea Facing Secrets: Hierarchy in the Workplace

September 22, 2012 Education Comments Off on Korea Facing Secrets: Hierarchy in the Workplace

By Don Southerton, Editor

We’ve received some great feedback on the 3 Korea Facing hierarchy articles…. hope you enjoy, too.

To subscribe, go to 
http://forms.aweber.com/form/24/175507524.htm

Don
This is really interesting stuff and is helping to give me a valuable insight into the working culture of my Korean colleagues.

Thank you.

 


…love your Korea Facing educational newsletters, it is really a great and easy way to get the basics so that you want to know more….


Great pieces!

 

Hi Don,

This information is very timely



Aloha Don,
Again, great points! I liked Part 3.

Like today’s organizations in America, Korean organizations are also presented with the internal challenge of bringing multi-generational employees together to create harmony and cohesiveness.  Individuals from each generation, such as traditionalist, baby boomer, generation X, or generation Y, bring divergent values, beliefs, attitudes, and expectations based on their pivotal experiences and events that portrait both personal and societal backgrounds.  These multi-generational terms may be not used exactly the same in Korea, but the challenges that Korean organizations face at the moment caused by the gap between different generations are virtually the same. 


Individuals of each generation group were born and grew up in the same time period which allows them to witness/participate in common historical events such as political and economic changes.  For this reason, individuals with shared experience have an easier time building bonds and working together in harmony rather than working with individuals from different generation groups.  The particular characteristics of each generation group deeply influence how employees think about many aspects of organizational behavior such as motivation, satisfaction, creativity, innovation, loyalty, commitment, and team work.  This accentuates the importance of understanding those distinctive characteristics of each generation group in order to engender successful outcomes while working with the multi-generational workforce in an organization. 


In my opinion, this type of issue should be dealt at the top management level rather than middle or lower level management for more satisfying outcomes.  As the middle managers noted, they are fearful of losing opportunities to get promoted or even losing jobs by provoking their superiors and subordinates in a negative way.   Expecting them to make a difference in their views and behaviors without getting full support from top management may have a very little bearing on acquiring successful outcomes.


Change is not easy, but feasible as long as transformative leadership is practiced by every single member of an organization from top to bottom.


Thank you for sharing and allowing me to contribute my two cents!


Jennie  


Chunghea  (Jennie) Oliver shares that she grew up during the wild days as South Korea sought to shed its image as the Hermit Kingdom and to engage the hyper-modern world of global business as an engine of technologic wonder and manufacturing excellence. She travelled to the Philippines and to America to study, work, and discover a life for herself.


Along the way, Chunghea has earned degrees in both business and education, which culminated in her successful defense of an interdisciplinary dissertation looking at the question of cultural competence and second language acquisition in order to complete the Doctor of Education in Organizational Leadership offered by Argosy University/Hawaii. 

Korea Facing Newsletter Now Available

September 11, 2012 general Comments Off on Korea Facing Newsletter Now Available

Breaking News
The latest Korea Facing update/ newsletter is now available.

Go to http://archive.aweber.com/bcw-clients/ItJtY
While there, subscribe, too.

 

 

Korea Facing: Success Secrets for Korean Global Business

September 4, 2012 general Comments Off on Korea Facing: Success Secrets for Korean Global Business

PRLog (Press Release) – Sep 04, 2012 –
Denver, Colorado. Global Korean business consultant and CEO Don Southerton has announced that with the ever-growing number of people employed by Korean-based companies outside South Korea now more than ever a strategy is needed to succeed.

Likewise, if your firm provides services or products to a South Korean overseas subsidiary or operations a Korea-facing strategy will be beneficial and offer tactics to strengthen and maintain the relationship. Finally, if your company has significant business in Korea, but leadership and headquarters is located in the West, key management need suggestions on how best to deal with pressing issues and challenges that surface

Southerton notes “Korea Facing is the title not only for my latest book in progress, but also for related seminars, coaching, and workshops we are offering Fall 2012 and into 2013.” Topics include:

1. K-Lobization—The outreach of Korea’s unique management style and corporate culture across international markets, especially among subsidiaries and branch offices.

2. Ju Jae Won—Another name for the Korean expats assigned to a host country to support their overseas operations.

3. Hierarchy– rank and title within the mother and subsidiary organization and its impact on day-to-day business operations.

4. Culture Shock–the cross-cultural acclimatizing that occurs when an individual is assigned to a different geographic location.

5. Generations– South Korea’s age groups influence their business culture, so knowing the differences in the mindset and values of recent Korean generations is valuable.

6. Planning and Decision-making— In a hierarchical system orders come from senior management, plus their requests override other plans and thus schedules are often revised at short notice.

7. Protocols and Culture—Korean culture has norms that dictate social interactions—especially during initial introductions and meet & greets. Cultural differences also impact communications style, decision-making, discussions, and presentation style.

8. Expectations—Most often the issues that surface include managing expectations. Usually each side has legitimate demands. For example, Korean side needs answers and information ASAP, US/ western side procedures take days to compile and approve, often from number of sources.

About Bridging Culture Worldwide
When Fortune 500 companies, top Korean Groups, leading international law firms, and elite consultancies, such as Bain and Monitor, look for Korean-facing business strategy, coaching, and advice—they turn to Bridging Culture Worldwide and Don Southerton.

With over 35 years’ experience, Don Southerton is the definitive authority on Korean-facing global business–from automotive, golf, and QSR sectors to New Urbanism and Green technology. When problems and challenges surface in development, launch, or fulfillment, we provide sound solutions and comprehensive strategies.

New eBooks Share Korea History: Past and Recent

August 11, 2012 general Comments Off on New eBooks Share Korea History: Past and Recent

In case you missed,… we’ve recently released 2 new eBooks.

The first eBook provides a concise history of early Hyundai and Kia Motors car production. Models discussed range from Hyundai and Kia’s first production cars to those developed under 2000-1 restructuring.

A second eBook is our latest work on early US and Korea entrepreneurial ties and the accomplishments of Henry Collbran.

Both new eBooks are also now available through Amazon, Google, Kindle, and Apple.
Personally, I like the Apple iBook versions.
The Hyundai Kia eBook
http://itunes.apple.com/us/book/hyundai-kia-motors-early-years/id538393175?ls=1

The Henry Collbran early Korean entrepreneurialism eBook
http://itunes.apple.com/us/book/colorados-henry-collbran-roots/id549027445?mt=11

BTW  We have limited number complimentary PDF versions available upon request.
Request a Copy Link

New Book–Henry Collbran and the Roots of Early Korean Entrepreneurialism

August 4, 2012 general Comments Off on New Book–Henry Collbran and the Roots of Early Korean Entrepreneurialism

For Immediate Release

August 4, 20102 Belamar /Denver, Colorado and Seoul, South Korea. Author Don Southerton has announced the release of a new publication Colorado’s Henry Collbran and the Roots of Early Korean Entrepreneurialism. The eBook explores the business efforts of British-born Henry Collbran who brought modern technology and innovation to the Korean peninsula.

Stepping back in time Southerton’s latest work tells the fascinating story of Henry Collbran who left Colorado in 1896 and traveled to Korea with hopes of a lucrative gold mining opportunity. Seeing little potential in mining, Collbran successfully constructed the nation’s first railway from Incheon to Seoul. Collbran then secured the franchise from the Korean monarch Kojong to build a modern electric streetcar system. Over the next several years, the entrepreneur added additional business ventures, including the first telephone system, a modern waterworks, a bank, a coin mint, and even a movie theater.

During his later years in Korea and with financial support of Colorado beer baron Adolph Coors and other investors, Collbran turned his effort to highly lucrative gold and copper mining operations before eventually retiring to a life of leisure in London.
Author Don Southerton points out, “Westerners like Collbran provided Korea with capital, technology, and know-how. These efforts contributed to the early development and economic growth of the region, which in turn provided the foundation for Korea’s impressive late twentieth century industrial accomplishments.”

The eBook will be available through Amazon, Google,Kindle, iBook, and most digital media services.

About the Author 

Don Southerton has held a life-long interest in Korea and the rich culture of the country. His previous books center on culture, entrepreneurialism, and early U.S.-Korean business ventures. Southerton also extensively writes and comments on modern Korean business culture and its impact on global organizations. His firm, Bridging Culture Worldwide, provides consulting, training, and strategy on Korea-facing global business.

Author Don Southerton Releases New Publication on Hyundai and Kia Motors

June 24, 2012 general Comments Off on Author Don Southerton Releases New Publication on Hyundai and Kia Motors

For Immediate Release

Belmar  Lakewood, Colorado June 21, 2012 Author Don Southerton has announced the release of a new publication Hyundai and Kia Motors: The Early Years and Product Development. The eBook provides deep insights into the rise of the South Korean car industry. Southerton’s latest writing weaves  first-hand accounts of the challenges experienced by Korean management during the first years of Korean car production with the development of specific models,  such as Kia’s Brisa, Pride, Sephia, Sportage and Rio plus Hyundai’s Pony, Excel, and Santa Fe

Southerton notes, “Today we are witnessing a remarkable transformation in Hyundai and Kia Motors’ brand image and sales are at record pace. This accomplishment was decades in the making. Hyundai and Kia Motors: The Early Years and Product Development shares the story behind this success.”

The eBook will be available through Amazon, Kindle, iBook, and most digital media services.

Apple link–http://itunes.apple.com/us/book/hyundai-kia-motors-early-years/id538393175?ls=1

About the Author
Don Southerton has held a life-long interest in Korea and the rich culture of the country. His previous books center on culture, entrepreneurialism, and early U.S.-Korean business ventures. Southerton also extensively writes and comments on modern Korean business culture and its impact on global organizations. His firm, Bridging Culture Worldwide, provides consulting, training, and strategy on Korea-facing global business.

###

« Older Entries   Recent Entries »