Question? Don, working with Korea, how can we ensure projects stay on track amid changes and forces from outside of our control.
Answer. Great question. I will answer in two parts, in this posting, Part 1.
First, the short answer is it’s critical to stay aware and sensitive to not only the scope of the project but the broader circumstances that could impact the work. One needs a 360 vs. a very linear mindset. In many cases, my work is providing this insight—honed over decades—more art than science.
Next, have countermeasures as options already in place.
To elaborate on both points…
Pondering on the question, it made me reflect on within the Korean workplace that the most savvy, long term staff and executives are both highly intuitive, sensitive and vigilant to all that goes on around them. They read situations and adapt accordingly. Little gets by them. In particular, they even anticipate senior leadership’s next moves. More so, without such a skill set few ever get to an executive level.
As a best practice, they also plan accordingly with countermeasures in place for all projects. In Korean we call this miri miri…(Pronounced me re me re). It can be translated as preparing ahead of time and in advance. It is in contrast to doing things at the last minute and then having to go balli balli.
Bottom line, look beyond the surface to gain insights into what may impact projects, assume some road bumps head, develop countermeasures, and be ready to execute quickly.
In Part 2, I will discuss how even the best-laid plans can get blindsided. As always, need support? Need context and a 360 viewpoint? I am open to new projects and engagements, too.
Hit the target 2019. A week does not go by without a colleague or client expressing deep concern for what seems an overarching and singular need for their company to reach their sales numbers.
To most, despite a number of vital business initiatives, they feel the monthly demand to meet “Plan” matters most.
I can recall a few years ago while mentoring a new American divisional vice president being pulled aside by his Korean expatriate counterpart, an Executive Coordinator. The Korean who I was also coaching seemed troubled and obviously under duress. The Korean manager knew I understood the company as well as Seoul HQ expectations. The Korean asked passionately for me to stress to the new American VP they needed to “Hit the Target.” He repeating the phase, 3 times so to ensure I got it… then patting me on the back and sending me over to the adjacent office with the VP to share the message.
Frankly, as long as I have been working with Korea facing global business it has been the driven force.
In another case, I was a speaker at LG’s Mobile Phone National Sales Meeting. Capping the upbeat and motivating event, the Korean CEO with a huge graph projected behind him shared their amazing unit sales growth over for the years. He then added the next year’s “stretch goal” as a hush came over the room. The new goal a huge bump over past years, which had pushed teams and the organization to their limits.
To be fair, this model is not unique to Korean business. But it has been the subject of frequent discussion in Korea.
However, South Korea’s modern economy was once rooted in a state-run export-driven model—the government fixing private industries and well as the nation’s overall production and sales quotas in many sectors.
Today despite leading international as well as Korean economic experts arguing the old model is dated and need to move more to the service sector… the export production model still remains a driving force… In part with so much of the Korean economy and jobs tied to export production the Groups are under pressure to continue to seek growth each year— and push their teams even harder.
So what’s the solution?
First, we need to accept this has long been the foundation of Korean business. Change is underway but will take time. It’s part of their Culture and a still a norm accepted by many. In turn, others do hope and argue for Korea to re-invent and redefine itself, less focused on growth numbers and more on a being a leader in new technology and innovation.
Snow Storm and blizzard conditions here in Golden, Colorado… That said, wanted to share some thoughts–building bridges: closing gaps.
It can be challenging to come up with a workable solution to a pressing issue, especially when under stress and the demands of day to day, not to mention the need to consider the Culture.
For me, sound advise requires pulling apart the matter to the core and then sharing a plan to best build bridges and close gaps — something which is more art than science ☺. Critical thinking is a key component in this process, too, as it goes beyond rudimentary decision-making. It often involves the ability to analyze multiple data points and make an intelligent, practical interpretation or decision.
I find when presented with a business issue clear thinking is a must. I have found stepping away amid the process valuable and useful. Martial arts and bouldering are a big part of this recharge and re-focus routine. I find after a demanding workout session constructive thoughts flow along with clear thinking. Both needed to tackle the challenges of Korea facing business.
On martial arts, it has been a lifetime endeavor– entering my 47th year of training, teaching and study. Like with martial arts where I have been fortunate to have studied in the most disciplined, traditional and demanding of the arts, I take my bouldering serious, too.
Regarding bouldering, it’s a form of intense low height (up to 20 feet) rock climbing without the use of ropes or harnesses. Most often we climb on small rock formations (boulders) or in a climbing gym on artificial rock. Bouldering is not to be confused with free soloing, the later made famous in this year’s Oscar-winning documentary Free Solo and risk-seekers climbing above safe heights, where a fall would always result in serious injury or death.
Living in Golden, Colorado has its benefits…. Golden, Colorado is nestled in the foothills of the Rocky Mountains, only fifteen minutes from the heart of Denver but a world apart. Golden is also home of the internationally famous American Alpine Club and nearby some of the best climbing in the Americas… It also has an Earth Trek climbing gym and it’s not uncommon to find some the best sport climbers in the world training.
Now, how these ties into Korea facing work…
As I noted above, I find a constructive thinking process a must when a solid solution is required for a perplexing business issue. Adding a layer of concern and pressure are the ramifications for clients if not addressed and resolved.
In other cases, clear thinking is needed when I see a situation unfolding with long range implications, but the client often burdened with presentism and day to day workload and needs to be nudged to act… Again, in this situation and after years of Korea facing work, I have seen the ramifications if no action is taken—with most downsides avoidable.
Bottom Line
With work centering on—Strategy, People and Culture…and always the element of Korea, I’m here to discuss your challenges. Happy to set a time to chat, too. www.bridgingculture.com
Overseeing an international project in South Korea? Managing a local Korean subsidiary–the brand’s HQ and senior leadership in Korea? Then, you are from time to time bringing on new executives and team members. For starters, I feel there are 3 essentials to better understanding the Korean mindset and DNA with regard to Korean business.
Lesson learned tell us the new hires will need Korea facing support and insights into the many nuances that will impact their day to day interactions and business decision.
Hierarchy—place and order
One of the most distinguishing characteristics of Korean culture and deeply embedded in the workplace is hierarchy .
Unlike the West, within this hierarchy no two individuals have the same place within the social matrix–age, education, family, employment and title /position with a company or organization determining where one stands within this matrix.
Especially with new hires, Korean colleagues will ask questions to better place them in their social matrix. These questions may include family, the university they attended, the prior companies they were employed, and the work positions they have held. (Not trying to pry but it’s common for questions to get rather personal, too, such as marital status, if they have children, do they go to Church, and how old they are …).
Status
Traditionally Korea was a status conscious society. For the elites this manifested in a wide range of status markers from Celadon pottery, refined behavior, ritual robes, distinct cuisine, and table manners.
Today a former rigid class structure no longer dominates—class distinction and status more determined by one’s education, the company where one is employed, job position, and personal income. More so, we have seen considerable upward social mobility within Korea—a direct result of the nation’s economic successes.
Going hand and hand with upward mobility has been the demand for luxury and premium goods and products. In fact, these (most often Western branded) lux items have taken on the role of status markers.
This list can include designer eyeglasses, handbags, and watches, as well as ties, scarfs, belts and name brand clothing.
BTW with new casual dress codes in Korea, I am finding for the workplace top name brand jeans, polo and t-shirts very popular.
Generations—shared experiences
South Korea’s dominant age groups have great impact on Korean business culture, so there is value in understanding the differences in Korean generations.
In South Korea, a generational group is defined more by its shared experiences than by a specific number of years.
For instance, older Koreans who lived through the Korean War and its aftermath are more conservative, strongly allied with the U.S., and still uncompromising towards North Korea.
In contrast and the dominant generation in the workforce today are South Koreans in the 26-35 age group. Many of this group have studied abroad, look to work on overseas teams and projects, are fluent in English (and often another language or two), and have a global perspective.
This younger generation of Koreans is less concerned about ideology and are more pragmatic. Their primary concern is finding a job. They are also a strong “gotta have it” consumer class and individualistic as a result of the impact of globalization, the Internet, and many have attended western schools and universities.
It is no surprise that many of the recent changes we’ve seen in 2018 and in 2019 address concerns this generation have had about the Korean workplace. This ranges from work-life balances, gender issues, and no longer tolerating past norms where an older generation often bullied subordinates. In fact, on the later we find the new generation are now speaking out in social media and reporting cases to whistle-blower sites.
All three noted, I see hierarchy, status and generations as a lens to begin to better understand the Korean mindset, both within their society and in the workplace across their global organizations.
Adding to the above, and as a best practice there will be an ongoing need to support teams on the nuances of Korea impacting their day to day interactions and business decisions. As always, I am here to support and ready to jump in !
This year the Korean Lunar New Year 2019 holiday falls from Monday, February 4 to Wednesday, February 6 (Korea time). The celebration usually lasts three days: the day before the Korean New Year, Korean New Year itself, and the day after the Korean New Year.
On a cultural note, Lunar New Year or Seollal is a highly celebrated traditional holiday in South Korea. Korean New Year generally occurs in January or February on the second new moon after the winter solstice.
It’s not only marks the passage into a new year, but it is also a time for families to catch up with each other, pay respect to ancestors and celebrate with traditional foods and gifts.
For us working with Korean teams, it’s a great time to re-connect.
For your Korean colleagues (in Korea), you can wish them “Happy Lunar New Year” by phone, text, or email, on Thursday, January 31(so, Friday in Korea, which is their last day in office prior to Holiday).
For expat Koreans working outside Korea/ globally, or in your local operations, you can wish then Happy Lunar New Year on Monday February 4 (in the West).
Here is the formal greeting–Sae hae bok mani ba deu say yo
Give it a try. You will find it will be greatly appreciated.
It’s easy for those new to Korea business to make quick assumptions. I often have to remind myself lessons learned, too. Over time those engaged in projects find there are complexities often rooted deep within in the culture — requiring context, recent and past. This is a normal learning process.
As an example, I’ve also found it very valuable over the years to work with a number of Korean Groups, and the affiliates companies. (I define an affiliate is one of the many family controlled subsidiaries that chaebol typically operate across diverse industries. These can include in-house IT, Marketing, Construction, Design, Sales, and Financing.)
What stands out is how the Culture vary between the Korean Groups — and even within a Group and it affiliates. Perhaps moving among Groups and affiliates sometimes in a single day, I see and experience the subtle differences more than most. This can range from the tangibles like building design, workspace layout, dress code and amenities to intangibles such as what one can sense in day to day employee engagement, morale and openness to new ideas. In other words, the working of one Korean company or agency can differ lots from another.
In particular, there are even Culture differences, such as; 1) in Korea between the domestic HQ and their own local affiliates; and 2), in Korea, between the domestic teams and their own in-house overseas divisions; and 3) between the HQ operations in Korea and the company’s overseas affiliates.
Digging deeper, I feel recognizing what is common between the companies’ counts, too. This can include intrinsic Group values and norms shared across the organization, or even more common general Korean business practices and expectations.
This all means when a Korea related issue surfaces we have to look at with several colored lenses. Candidly, that’s how I pull apart situations, provide context, and a solid work-through when supporting clients as a mentor and their Korea business strategist. Again, watch out for quick assumptions.
Korean facing global business requires colleagues of different cultures to work together on a daily basis and I find Similar Brings Us Together.
How we see others culturally is often in the differences and similarities. I like to focus on the later; as differences pull us apart and similarities brings us together.
Particularly for western teams engaged in Korean operations, I believe in the importance of deep learning about the workplace in Korea — the 2019 norms, practices, and day-to-day life. The same learning goes for Korean teams assigned to support overseas’ operations. They need to become savvy in local practices.
These insights allow us to better understand our mutual teams’ thoughts and expectations.
As I note above, recognizing similarities is one of the most powerful cross-cultural bridges. In other words, how can you relate to the nuances in communications and day-to-day life? This requires identifying the local beliefs, values, expectations, traditions, and culture.
Outcomes
Although there is bound to be friction between home and host country cultural values, a successful model accomplishes:
1. Awareness and appreciation of both the home and host country with the ability to gain an insight into one’s own personal traits, strengths, weaknesses, attitudes, and interests.
2. Realization of similarities and shared values, along with an awareness of and respect for the cultural differences.
Call to Action
How do you see this applying to you and your own experiences working with another culture’s teams?
Dealing with better understanding Korea-facing issues, challenges, or impasses? I provide workarounds and solutions.
I look forward to your thoughts and comments, and have for January set aside time to discuss one on one. Always Private and Confidential. FB or Linkedin Message, Text or email to set up a time.
My Korea perspective on 2019 best business practices and norms has been honed over several decades. As a colleague shared to his Seoul based team with regard to this Korea experience, “Don has lived many lives.”
Don Southerton
There are best practices as well as common missteps. I have witnessed both firsthand over the past 40 years. False assumptions due to limited understanding lead the list. Korea’s ever-changing business culture and expectations only add another layer. It’s a time-learned process, more art than science.
This Weekend Read is for leadership responsible for Korea facing business as well as team members in the day-to-day operations.
Commonly, western companies and anyone new to Korea tend to quickly jump in and attempt to tackle the challenges—learning as they go and often making assumptions based on what worked for them in the past. Korea can throw some curve balls. Those of us long engaged in Korea recognize that the ability to identify the deeper cultural issues and norms along with the potential repercussions are not mastered in 6 months or even a year.
Setbacks will mount and problems will surface. In the best cases, leadership and teams will reach out for support, mentoring, active advice and perspective on all key issues.
In contrast, hoping one can work alone through challenges is rarely the best route.
That said, there is seldom a one-time fix as circumstances are ever changing. One lesson learned is there will be many ups and downs.
On the proactive side, here are a few takeaways.
#1 The time required on how quickly one grasps the Korean mindset, trends, generational issues, and workplace culture will vary. Regardless of the industry, learning the nuance takes time—and we know not everyone starts from the same place.
#2 Though difficult when faced with deadlines and heavy workloads, the most successful leaders and team members are those who actively seek out and embrace support from Day 1—and as issues’ surface reach out for a perspective by phone, text or email on an ongoing basis.
The good news is that most successful people learn to work within the Culture.
#3 Advice, guidance and feedback need to be tailored to the specific circumstance. This calls for a trusted relationship that provides on-going support. Advice does not need to be timeless—it needs to be relevant and practical.
As always, I am here to support you and the team. I’m always open to discuss things as they come up—private and confidential.
This 2019 commentary explores trends impacting Korea facing business. South Korea moves fast. Government mandates shift often and Korean technology leapfrogs. Against this backdrop, a few developments are notable.
Don Southerton
South Korea’s economy The current flat economy may level out in the first half or early part of the second half of 2019.
As in 2018, and hopefully going into the new year, strong export growth will continue to offset the contraction in domestic consumption and prop up the economy.
(BTW South Korea based auto exports were down as production is now distributed more global for the Hyundai Motor Group. In Korea tech and semiconductors production, for example, as main drivers of exports.)
As always when there is a discussion on the Korean economy, jobs matter– more so despite the efforts of President Moon and the administration. His push for a “fair economy” has yet to create more jobs within the Small to Medium Enterprise (SME) sector. This means the chaebol will be called upon to boost hiring.
Update No sooner have shared….And predicted in this 2019 Commentary, the South Korea president appears to be expanding communication channels to win backing from the country’s leading industrial conglomerates including Samsung, LG, SK and Hyundai, which had been branded as “deep-rooted evil” by Moon years ago.
South Korean Consumer Behavior Another valuable insight when looking at South Korea is that, much like in the Americas and EU, brands are considered representative of the consumer. As I point out often—a brand can differentiate and indicate the social status of an individual. Superstars, influencers and key tastemakers and their fashion and buying decisions hold massive influence over a majority of South Korean consumers and their decisions and endorsements can strategically determine the fashion and buying trends of the season.
Bottom Line Middle to upper-class South Koreans are well-connected, informed shoppers with special interests in quality, luxury goods. I do not expect this trend to change.
IT and Technology As one of the world leaders in IT infrastructure and high-speed technology, over 98% of South Korean households access the Internet regularly, with over 85% of the population owning a smartphone. Additionally, over 97% of 18 to 24-year-olds actively use their mobile device every day.
Looking back, the most dramatic Korean technological shifts have often occurred in tandem with government mandates. As an example, I witnessed in the mid 2000s considerable accolades for the City of the Future, the $40 billion Songdo International District. The developers made huge Ethernet investments tied to the IoT (the Internet of Things).
Infrastructure, buildings and residences were hard-wired with a “state of the art” Cisco-partnered Internet service.
No one foresaw that government-supported Korea telecom providers SK Telecom, KT and LGU+ would leapfrog and provide ubiquitous high speed 4 G Wi-Fi and the South Korea developed WiBro, overshadowing the need for Ethernet technology.
Bottom Line Fast-forwarding to 2019, we will find the emerging 5G market again driven by SK Telecom, KT, and LGU+with ambitious Internet of Things, Robotics & Automation, Virtual Reality, and self-driving vehicles.
At least in Korea, IT and technology infrastructure need the ability to adapt to what will be the next developments by both private industry and government in regard to the 5G landscape and smart tech leaps.
Transportation Looking forward, I feel confident in several transportation developments that will impact customers and infrastructure. In other words, how Korean customers may choose to travel. We cannot underscore enough the fact that the automobile industry is undergoing a massive disruptive mobility shift from the past 90 years.
The first trend is eco-friendly autonomous (driverless) car and bus transportation.
Tied to this, like in America, Seoul and the surrounding area we have seen substantial growth in rideshare services. By 2022 or sooner we can expect to see the next generation of these services—autonomous car share transportation.
Even more timely, testing is currently underway for Korea’s popular SoCar ridesharing app. After picking up and dropping off customers, the cars park themselves before moving to the next person requesting service. The cars are modified models of Hyundai luxury brand Genesis G80 and Hyundai’s electric vehicle Ionic, as well as Kia Motors’ electric Ray and Niro.
With the support of The Ministry of Transportation, the SoCar driverless autonomous partnership includes SK Telecom (part of the SK Group and Korea’s third largest chaebol) and the Hyundai Motor Group. Both chaebolhave made substantial investments in both autonomous and in rideshare.
SK Telecom has noted that the cars were designed to pick up the closest call and move to their destination utilizing SK’s artificial intelligence (AI) navigation.
A final development that will impact South Korea is hydrogen powered vehicles—especially for bus transportation.
1000+ hydrogen-powered buses are slated to hit the road in South Korea by 2022, starting with five cities, including Seoul.
A mix of movable charging stations as well as fixed charging stations are planned to meet the demand for hydrogen.
In addition, 310 charging stations for hydrogen-powered cars are expected to be installed by 2022. The latest measure is in line with the government’s plan to provide 15,000 hydrogen-powered cars by 2022.
As a caveat, we can also expect to see a range of autonomous buses in use, some of which are already in service.
In Closing… Again, as always I understand the team’s need to address current milestones. That said, based on my engagement in Korea for decades, one lesson learned is that Korea moves fast. Government mandates shift often and Korean technology leapfrogs. We just need to stay attuned to changes ahead as I have shared in this 2019 Commentary.
Hyundai Motor’s promotion of former BMW executive Albert Biermann to lead its R&D division has gained considerable media attention as well as accolades. The move makes him the first non-Korean to hold the key R&D position at the family-run company.
It’s seen by many as “shaking things up” with the adding of more non-Korean executives to the ranks of a major Korea Group.
So, too, former Bentley design chief, Luc Donckerwolke now heads the Hyundai Motor Group Design Center– overseeing the vehicle designs for both Hyundai Motor and its affiliate Kia Motors. And, Thomas Schemera, also a former BMW executive, was appointed to lead product planning for autonomous cars, connected and electrified vehicles.
In all cases, I feel the promotions reflect a positive direction for Korea.
What may be little known is Hyundai has a history of seeking out western talent. My 2013 story set in the 1970s shares the first westerner in a key position, Bill Swank, Sr., who gained the trust and confidence of Hyundai’s Founder and their leadership.
A working with Korea Q&A
Question? Don, working with Korea, how can we ensure projects stay on track amid changes and forces from outside of our control.
Answer. Great question. I will answer in two parts, in this posting, Part 1.
First, the short answer is it’s critical to stay aware and sensitive to not only the scope of the project but the broader circumstances that could impact the work. One needs a 360 vs. a very linear mindset. In many cases, my work is providing this insight—honed over decades—more art than science.
Next, have countermeasures as options already in place.
To elaborate on both points…
Pondering on the question, it made me reflect on within the Korean workplace that the most savvy, long term staff and executives are both highly intuitive, sensitive and vigilant to all that goes on around them. They read situations and adapt accordingly. Little gets by them. In particular, they even anticipate senior leadership’s next moves. More so, without such a skill set few ever get to an executive level.
As a best practice, they also plan accordingly with countermeasures in place for all projects. In Korean we call this miri miri…(Pronounced me re me re). It can be translated as preparing ahead of time and in advance. It is in contrast to doing things at the last minute and then having to go balli balli.
Bottom line, look beyond the surface to gain insights into what may impact projects, assume some road bumps head, develop countermeasures, and be ready to execute quickly.
In Part 2, I will discuss how even the best-laid plans can get blindsided. As always, need support? Need context and a 360 viewpoint? I am open to new projects and engagements, too.
Call, text, or email and we can discuss.
https://www.bridgingculture.com
mailto:dsoutherton@bridgingculture.com
Don