Year-end Promotions, Restructuring, and New Assignments: Korea’s Corporate Culture 2024-2025
This is my annual update and insights on the Korean corporate shuffle.
Year-end promotions, restructuring, and new team assignments are part of Korean corporate culture, both past and present.
Changes occur from top to bottom within Korean companies between early December and early January. Changes to senior leadership are announced first, and team-level changes are usually made known the week before or during the period between Christmas and New Year’s Day.
For example, Samsung Electronics is the first mover this year, having made its annual high-level leadership changes last week. It carried out its year-end executive reshuffle, emphasizing a generational shift.
https://www.koreatimes.co.kr/www/tech/2024/12/419_387338.html
We can expect others to follow, so stay tuned. By the way, even if public announcements have yet to surface within the groups, these changes are in play internally.
Similarly, with Hyundai Motor Group, we have already seen top leadership changes, with José Munoz promoted to incoming CEO of Hyundai Motor Company and Michael Cole of Hyundai Motor Europe stepping away. We expect their organization-wide changes to be announced soon.
2025
Teams will report back to work after the Christmas and New Year holidays. Some assume new roles frequently in departments with little experience, requiring employees to acquire new skills—sink or swim. Hence, it’s called the “Shuffle.”
In the following days, those who have shuffled brief their replacements, while staff remaining in their jobs update new management teams on the status of projects and issues.
Meanwhile, others will be enroute to assignments in overseas operations, which can be stressful for local overseas operations and challenging for those working outside Korea for the first time.
The Disconnect
In particular, it is common for those newly assigned to be unfamiliar with or have minimal experience with the nuances of localized foreign business and their new roles and responsibilities. Not to mention, working outside Korea itself can be a learning curve that can take months or even years.
What works in Korea rarely transfers to managing overseas teams. Most still try to adapt to local norms and language. In fact, over the years, I have worked extensively to facilitate smooth transitions in many of the newly assigned overseas teams, and they will need support. I strongly recommend that Western and Korean leadership take countermeasures to mitigate transitional gaps.
So, what to look for…
The top Chaebol will begin to announce key promotions, which can provide some insight into future trends.
The Chaebol usually also comments on whether this year’s promotion number is more or less than in the past and the reasons “why.”
Top Chaebol will soon announce restructuring plans, ranging from granting business units more independence to consolidating control.
For example, some years, we see less change and stability than drastic changes in the face of economic uncertainty, as it may carry out in a modest year-end leadership reshuffle across affiliates.
New Year’s Message
That said, as in the past, with the new year, we can expect leadership to share their 2025 plans in an annual New Year’s company announcement, too. I monitor these closely and, as they are in Korean, will share them when appropriate and upon request. These New Year’s messages can be very insightful as they pose marching orders for the new year.
As a final note, for Western global teams, I suggest congratulating those who are promoted but also being sensitive to Korean team members who were passed over… or possibly moved to what may be seen as a less strategic assignment.
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