Multicultural Managers In Global Teams

Multiethnical Managers In Global TeamsLOreal is an intriguing high society Very cut in culture and image, and yet really world(prenominal) in growths, brands and activities. It is poised to reach the next billion consumers provided aboutly among the budding middle class of emerging economies. In this article we explore virtuoso facet of L Oreals conquest Its real clever use of managers with bi-ethnical backgrounds in the most critical process for the success of the company clean yield capturement. Of course we all now recognize that pagan diversity is a upright thing, and we value executives with expatriate assignments in their backgrounds, who claim themselves to charter vex cosmopolitan. LOreal goes one big step hike up Rather than just diversity among executives it seeks diversity in spite of appearance each executive 2. Yves Brannen Thomas, 2010 p.6 p.13 cultural diversity that exists within individuals and MYB Lee, forthcoming, p.23 diversity within a sin gle personYves, i.e., it hires explains and uses strategically individual who usually by course of a multicultural early childhood- suck gained the major power to operate in and behave according to the cultural believeings and norms of two or to a greater extent cultures. 3. Yves This definition of multiculturalism. MYB give the axe not plead to own the definition as hers. Previously early(a) researchers describe biculturalism such as Hong et al., 2000 in their phenomenal article, multicultural minds Not solo can they be unique bridges surrounded by their cultures of origins, they can too be sensitive alert scouts in mod cultures, with an ability to grasp them much greater than individuals from a single cultural origin. 4. Yves This is about multiculturals cognitive interwovenity (BMV et al., 2006 and Tadmor et al., 2006/9. I think this sentence is to a greater extent common sense. I heard a lot from those who participated in Bicultural design leadinghip conference in Green Gulch and Abu DhabiNot every orbicular company necessitate bi-cultural executives nevertheless many can greatly benefit and learn from them, thus ins work oning in their world-wide executives -whose vast majority atomic number 18 from a single cultural origin-some of the critical cross-cultural skills that help adjudge them effective. 5. Yves Is this can be a common sense?, I dont find exactly equivalent dustup or phrase in MYBsIn this article we draw a few lessons from examining LOreals decade long suffer in using bi-cultural executives selectively. But first, what is the challenge bi-culturals allow to address successfully? 6. Yves I dont know wherefore she highlighted hereTHE CHALLENGE IT IS NOT EASY TO BE LOCAL AND GLOBALGlobal competitors face an age-old tensity Serving regional or field grocery stores requires adaptation to topical anesthetic anesthetic learns, and calls for differentiation in their intersection points, services, and concern models, but achieving economies of shield and s do ine across markets calls for uniformity and integration of activities. Local reactivity and worldwide integration argon hard to conflate. Some crossroads atomic number 18 clearly spherical, such as TV sets, except for regulatory and style differences, and simple(a) technical differences such as voltage. Others, such as restaurants, are intrinsically local anesthetic, although global formulas and brands whitethorn succeed, such as Starbucks or Benihana. Many convergences, and to a lesser extent services, call some(prenominal) for antiphonalness to local differences and for some form of global integration, of brands, marketing and advertising, manufacturing, product outgrowth, and research. They are affected by the global-local dichotomy of association differentiation and integration in innovation processes.Perhaps at the forefront are companies es presuppose to develop global products in culture-sensitive and ethnically diffe rentiated markets, such as cosmetics and skin or pilus care. LOral very much faces this challenge Its main product categories, skin care, sensory copper care, hair colourise and steady categories are sensitive to global economies of scale and scope, and they likewise need to be highly responsive to local market differences. Furthermore, not all of LOrals product categories face the same mix of demands haircloth care may be very regional and dependent on ethnic differences, lipstick and most fragrances much more universal. Luxury brands are more global than mass market ones, which are a great deal local. opine 1 The tangledity of product portfolio Responsiveness and Integration DifferencesThe global integration-local reactivity issue is promote complicated when the acquaintance required to develop and market products is composite plant. Yet, such complex association ( unsounded and collective, tho revealed in action and interaction) now lies at the heart of innovation and global combative advantage, not just for LOral but alike for most global competitors. Other forms of arbitrage, for products, costs, or materials are easily imitated, and have been. labyrinthine noesis is hard to identify and observe, let alone imitate. It has become the main source of sustain competent competitive advantage for global competitors. It drives hard to imitate innovations.LOral as a leading French multinational company in skin care and beauty products provides a remarkable example of relying on complex knowledge for innovation Its products are not just chemicals, much more importantly, they depend on fashion, style, seduction, they extract national image of French womens sophistication they elicit the idealized self-image of its customers and their value is conveyed through and through complex, practically imperceptible advertising and multiple distribution channels.Of course, some highly culture- and context-dependent products, with a strong national ident ity go past to find readily a global market. They are widely adopted worldwide with little or no adaptation (French perfumes, U.S. action movies, German classical music and high-end cars, Japanese Mangas, Korean K-Pop, Bollywood movie and TV productions or U.S. fasting food). But these are exceptions more than the rule. In fact, a common speech, high cultural and institutional homogeneity, greater density of interpersonal internets and friendships, and less not-invented-here resistance mean complex knowledge for the most part diffuses more rapidly within single countries than across national boundaries. So, in industries where complex knowledge drives forward-looking advantage success depends on face-to-face (or rather shoulder to shoulder) participation in local and national net seduces where bran-new complex knowledge first arises. 7. Yves Isnt this argument yours? MNCs should build, manage, and globally flux their local/global capabilities and dust inputs. Yet the quality of local knowledge access, being embedded in local cultures and net spend a pennys, often makes global sharing more difficult, as local participants in global innovation processes are culturally very different and closely identify with their origins. 8. Yves Isnt this yours as well? MYB doesnt do much about knowledge and global innovation, does she?For many companies, such as LOral, this challenge is further complicated by an additional contradiction epoch they want to be global, they do not want to relinquish the advantages associated with their country of origin. LOral does not just sell cosmetics, it mainly sells French-ness to women around the world. In other words, its identity, and its founders cultural inheritance need to be protected, and stay put part and parcel of its global offerings. The company has maintained its founders spirit of entrepreneurship, and remains largely family-controlled, with a very strong shared culture. Over its 73 years, it has had moreover four CEOs (including the founder), all with very long tenures, and it promotes only from within. star becomes part of senior management over the years, as one weaves a dense network of relationships with colleagues and builds trust over clipping. In France, the company has a reputation for being the consumer marketing school, and many of its alumni have become successful entrepreneurs and business builders, such as LOccitane en Provence, a highly successful fast growing skin and body care company.Its third CEO, Welshman (and INSEAD graduate) Lindsey Owen Jones is widely credited for having transformed the company from a regional European challenger to a global leader, but the company still remains rather remarkably French. Traditional approaches to the internationalization of senior management would not work well for LOral, or readiness only work very slowly since a rapid infusion of international executives in the give-up the ghost ranks might compromise the puckishly knit and inf ormal French community of senior managers, operating as a global network. Furthermore at LOral, complex knowledge about products, cultures, and how to work together is increasingly learned and internalized by individuals as their career develops, which makes a rapid internationalization of senior management through hiring from outside largely impossible. French managers are often assigned to international operations, and learn about the throng of cultural and institutional contexts, as well as about different consumer priorities, but few foreigners become senior executives. The most promising international executives might be reluctant to join LOral anyway fearing the pretend of a glass ceiling. Successful senior executives often identify themselves as partly French, for good example French and German, of French, Moroccan, and German. And level off executives that identify themselves as foreigners take great pain to explain they have lived in France and worked for LOral for a l ong time and pride themselves on speaking perfect French. The main language of the company has remained French. 9. Yves This is my observation and your informal discussion when you lead workshop with LOreal RD outstrip management a term agoSTRUCTURAL SOLUTIONS DO NOT WORKFor LOral, and for many multinational companies, to successfully address the global-local innovation duality, simple structural solutions such as regional units or global product divisions wont work, for at to the lowest period two reasons.First, the product range puts both intensely global and intensely local demands on the way the company is run. No either-or organisational solution will work, the company of necessity both global and local priorities effectively taken into consideration in decision-making. Take perfumes (or fragrances as they are known in the industry). realism products and storied world brands (think of Chanel No 5) are the name of the game, but the underlying knowledge needed to develop a perfume resides mainly in France, for historical reasons. Second, companies such as LOral need a wide range of products to maintain their strength in distribution fragrances, cosmetics, skin care products, and hair products. whatever simple structural approach such as local subsidiaries and regional entities or global business units would fit a few of their products but not all, given the diversity of demands for local responsiveness and global integration shown on Figure 1. Some are more global, such as perfumes or cosmetics, others are more regional or local, such as hair care or skin care. As the company considers increasingly the next billion customers (as the CEO stresses) in emerging economies, both the advantages of global scale and the need for local differentiation will increase even further. For some products, equal fragrances, most germane(predicate) market and technical knowledge can be found in one place, for most though, like hair care, relevant knowledge is distrib uted around the world and will become even more so with the growing importance of emerging economies.Furthermore, speed is often of the essence Knowledge-driven FMCG (Fast Moving Consumer Goods, such as beauty and skin care products) industries call for a continuous stream of innovations across a wide product portfolio facing both local responsiveness demands and global integration advantages, but in varying degree among products. In new areas, such as anti-aging, competition is intense and fast, as well as technology based, in mature areas it is slower and marketing driven. Yet, any technological advantages are short-lived. Yet speed needs to be tempered by continuity. Even with constant innovation, markets quickly reduce the most advanced products to the condition of feature-less commodities unless brand equity has been built very quickly. Underlying ingredients are relatively stable and long-lived, but new products are frequent. Brands cover families of products (Lancme, Biother m) to provide continuity and lasting brand strength but leave agency for fast and frequent product renewals. Continuity of brands, and of channels, and renewal of products have to be carefully integrated. No organizational structure, global business units or country organizations will be up to the task. Structure is too stark(a) a tool. Of course, some multinationals resort to matrix organizations, but adopting a matrix organization is a cop out It just acknowledges that, as we just outlined, complex, varied and rapid trade offs between local responsiveness and global integration need to be made constantly on very specific issues product packaging, marketing campaigns, specific chemical ingredients, etc. So rather than risk getting mired in the negotiations that end up being so characteristic on matrix organizations, many companies, LOreal included, go one step further Global groups.GLOBAL TEAMS PROMISE AND PITFALLSFaced with such challenges to achieve worldwide innovation, combi ne global knowledge integration and local knowledge differentiation, and be fast, global companies increasingly resort to global, and often virtual, groups. These teams hold the promise of effective knowledge creation, knowledge sharing, as well as flexibility, responsiveness, and speed. Yet, in work out in many companies these global teams are no panacea they suffer from misunderstandings, encroachs and often fall run to a Babel Syndrome their members talk past each other, not together, and teamwork breaks down. The heads of their work are often disappointing, particularly when complex knowledge is essential, like the proverbial camel designed by a (multi-cultural) committee. Actually, it is often difficult to transmit even explicit knowledge across cultural boundaries and it seems impossible to transmit tacit knowledge, where physical distance also gets in the way. Even seemingly universal and very precisely explicit knowledge, such as mathematics, is reasonable to different perspectives and interpretations in different cultures. Tacit knowledge cannot be transmitted over distance because it is revealed only in action and cannot be meaningfully explained. It has to be learned through (co)-practice. 10. Yves The difficulty to transfer tacit knowledge is common sense and not only MYB (2004) and much earlier, other researchers (Szulanski, 1996 Zander Kogut, 1995) already argued.BI-CULTURAL MANAGERS AND GLOBAL TEAMS AT LORALTo avoid the pitfalls typical of global teams LOral makes extensive use of bi-cultural managers and sea captains in its product learning process (i.e., individuals, usually of mixed cultural backgrounds, who can switch their frame of reference, both in what they understand and in how they behave, between two or more cultures). Although bi- and multi-culturals only account for a very diminutive proportion of LOrals employees (a few dozens out of 69 000 employees in 130 subsidiaries) they play a key role in the most critical activity of the company new product maturation, headquartered in Paris. No less than forty percent of about 160 product increment cast managers (among whom 40% come from foreign subsidiaries and 60% were recruited in France) are multicultural. LOral has maintained this recruitment balance in new product development leaders for over ten years.The task New product development teams, each composed of a few muckle, some multicultural (the smaller circles on Figure 2), work closely with other groups such as research and development, the international marketing team, and local subsidiaries in a highly interactive process. It involves functional groups within HQ and across regional offices. Newly created product concepts also have to be coherent with existing product lines (e.g., hair care products that use only inbred plants) and their reputation (e.g., environment-friendly and people-tested). So considerable inputs from the various subsidiaries are needed. Finally, the product has to be feas ible for manufacturing without any risks. evolution a new product concept takes from six months to a year depending on the products level of novelty. In exploitation a new product concept, multicultural see to it managers have to present their work to top management on a regular basis, both formally and informally. Once they obtain approval for their new product concept, they present their objectify at the la journe mondiale, LOrals largest and most important every year particular at HQ. This event attracts all regional assumeors from all around the globe who come to evaluate future products (i.e., those that would hit the market in one or two years). If feedback from the regional directors attending this event is positive the multicultural project managers move from articulating product concepts to actually designing the products. In the design phase, multicultural project managers select and combine ingredients, choose product colors, and design packaging for the product w ith the packaging team (often outsourced) and manufacturing team (called the Factory). They interface intensely both with headquarter functions and local subsidiaries around the world. Through all phases, project managers work with their colleagues in teams within and across departments at HQ and local subsidiaries. Multicultural project managers work with others on three levels. First, they work in their own team (called the unit team), where they managed informal relationships with other product managers. One product development team is composed of two or three project managers who are trustworthy for developing different products for the same region in the same product category (e.g., hair products). For example, for Latin America, one multi-cultural manager (Lebanese-Spanish-American) was in charge of womens hair color, while another (French-Irish-Cambodian) was in charge of womens hair care (hair damage). They shared physical space so that they could exchange ideas, informatio n, and feedback (the larger central circle on Figure 2).Second, they interact with their boss and the leaders of other functional departments in Paris. Although more than 40% of the project managers in the new product development division are multi-cultural, the majority of their direct bosses are mono-cultural, very French. Project managers meet their direct boss quite freely any time they needed or vice versa. Regular divisional team come acrosss with top management are held with other unit teams (for the same product line, such as hair care Asia and hair care international), other functional departments, and teams in local subsidiaries. Informal meetings with other functional departments (e.g., RD, supply chain, advertising, and packaging) are held based on the phase of the product development process.Third, project managers work with local subsidiaries, via email, phone calls, and videoconferences. They also visit local offices regularly. It is the project managers direct bosse s, however, who visit local subsidiaries more frequently-at least once a month-as they are in charge of developing several products at the same time. In addition, because project managers are operating within a tight schedule and budget, they accompany their direct boss only when the visit is urgent and important.In the final development phase project managers involve employees who executed promotional campaigns through television, the Internet, and other advertising activities. They set up all visual images of products, articulate the products selling points, and choose the trump way to promote the products they developed. Team leaders with more experience lead the promotion campaign directly. More specifically, experienced team leaders turn on to local subsidiaries and direct all processes of promotion. Product promotion also involves various new tasks often outsourced to new groups. For example, to promote a make-up product for Chinese women, the promotion team hired a famous local movie star, local make-up and uniform team, local stage setting team, and a professional camera crew (which was a French team). Television commercials are typically expensive and take months to complete.The people Beginning with their recruitment, multicultural project managers at LOral gained credibility for new product development by being labeled international talent by the Human Resource department, a prestigious surname in a company trying to combine strong French roots with global reach. around had at least five years of working experience in sales and marketing in local subsidiaries, or for those recruited in France, who were graduates of top business schools, twelve months of intensive training in product development and marketing department at HQ. At LOral, they were called the stars or crme de la crme (meaning the best of the best). LOral designated an HR manager who managed the performance and career development of these employees who were anticipated to be top pe rformers.Figure 2 Team composition and its work within and across units at LOralYves From this part till conclusion in p.19, all parts are from the 2nd chapter of my dissertation.Multiculturals in global teams Multi-cultural individuals that have internalized more than a single cultural schema (i.e., the values, norms of behavior and beliefs of a given culture), 11. Yves this is the definition of multiculturalism. See 3 bring unusual skills to net challenges in knowledge transfer across international borders for global innovation. Not only do they bring the obvious knowledge of their own cultures, and the ability to translate and transfer complex knowledge between them, but also the latent skills to understand new third country knowledge in context, and being effective bridges to combine knowledge from these other countries.12. Yves understanding third culture knowledge is related to David Thomas metacognition (2008). I describe similar argument in my IJCCM paper as culture-general knowledge (Hong 2010 p. 96-97, I cited Thomas et al., 2008 Cultural Intelligence LOral also recognizes multi-culturals creativity in new product development and their innovative ways to combine/ bridge knowledge in global teams. But more specifically, these bridging, translating and sense-making skills are key to the effectiveness 13. Yves this is the 2nd chapter of my dissertationof LOrals global product development teams. Bi-culturals are uniquely able to play specific rolesRole 1 Managing Knowledge Processes in TeamsIn creating new products, multicultural project managers manage two kinds of knowledge product- and market-related knowledge and organizational/practical knowledge. The multicultural project managers challenge is to integrate the creative options to be pursued, while transforming local market knowledge into global product knowledge for higher(prenominal) quality products and innovative concepts. To bring a creative product to fruition, their contribution to knowledge sharing processes in the team focused on three areas (1) bringing new local product and market knowledge, (2) translating cultural nuances, (3) connecting geographically versatile knowledge and skills. 14.Yves this is from my dissertationBringing new local product and market knowledge Multicultural project managers were expected not only to know what evolving market attributes were but, more importantly, identify new market trends and generate market insights. In addition, to secure the new product concept, they worked with other members (e.g., team leaders, regional directors, RD, and local subsidiaries) by reviewing differing perspectives on the commercial viability of new product concepts. In response to these challenges, multicultural project managers brought both new product ideas and market understandingOur team tries to find some natural ingredients for new hair care product. J (Hong Kong-Canadian-Singaporean) knows all the Chinese medicine that has no translation either in slope or in French because its so authentic. J does not only explain these ingredients but also suggest some ways we (team) can use for our new products. (French Director)and bringing local market knowledgeThe Polish-French project manager was raised in Poland until age 20. She described her life under the communist regime and after in terms of how she evaluates and appreciates make-up products. As our target consumers are about her age, everything she shared with other members is valuable for developing products and markets. She is actually educating us to get a split understanding of consumers in the region. (American-French regional director talking about Polish-French project manager)Translating cultural nuances Even if a common syntax or language is present, as in mathematics or chemistry formulaes, interpretations are often difficult not in processing the information, but in learning about the sources of semantic differences across cultural boundaries.15. Yves MYB tends to argue as hers if there are phrases with language semantic. I just typed semantic difference in google scholars. there are so numerous papers talking about semantic difference across cultures from psychologists and linguists.The business then shifts to who interprets what. A French manager who planned a test of a new shampoo in a laboratory in Germany explained how his French-German-British multicultural manager who used to work in Germany helped himIf we say dry hair, dry hair on this floor (HQ) doesnt mean as same as German dry hair means. So, it is much safer to check with B who knows two cultures (French and German) and translate exactly what I mean as dry hair. (B is German-British-French multicultural)Connecting geographically diverse knowledge and skills To generate creative ideas so that they can be implemented, multicultural project managers must be able to access expertise and draw analogies from one cultural group (e.g., local) to other cultural groups (e.g., other reg ions or globally). They synthesize those ideas from multiple sources-diverse cultural perspectives-for innovative products. 16. Yves this is from my thesis For example, a French-Cambodian-Irish project manager used the specificity of Asian womens skin care (reducing winkles) to develop a new product for the French market. He notedWhile researching Asian skin-care products, I found that in Asia, some tinted beat (skin colored cream for make-up face) used face lifting effect, in France and Europe, none of tinted creams used face lifting effect. I developed a new tinted cream with face lifting effect for French market. It was a big success (Team French-Cambodian-Irish project manager, a Chinese-French and two French).Role 2 Managing Conflicts in TeamsCultural differences in teams increase the risk of betrothal. Multicultural project managers manage conflicts in teams by (1) reducing misunderstandings and (2) displaying flexible behavior with people from diverse regions and cultures. 17.Yves this is from my thesisReducing misunderstandings Product development managers must gain cooperation from their colleagues at HQ and local subsidiaries. Multicultural project managers mitigated the disallow effects of cultural distance and group boundaries on developing trust between HQ and local subsidiaries.18. Yves this is from my thesis For example, an Indian-American-French project manager notedIf an Indian local manager said, India might have an issue with this ingredient for a new product because theres no written communication confirming this can be used to please our consumers. What they actually tried to tell me was, No, I wont do what you asked us to do and please lower your expectations. But I didnt make any negative comments on that. rather I said, Okay, how about I discuss with RD at HQ and find out the way we solve this problem? In this way, I didnt make an uncomfortable situation. Instead, I got respect from them, which as a result had a positive influence on our work progress. (Indian-American-French manager Team members at HQ Chinese-French, French Local teams India, China, Thailand)This Indian-American-French project manager interpreted Ill try my best (Indian local team) as Its handout to be difficult, or No, I am not going to do it. He preempted say-so conflict and tried to avoid risky situations where the local team felt pushed by HQ. In this way, he could develop interpersonal trust between these two groups. However, although HQ members may not provide any negative comments immediately, but still hold a negative impression of the Indian. In other words, they prejudged that the Indian local team did not fulfill its responsibilities, and trust in the Indian team was lost. This may not cause a problem right away, but it may be a root for relational conflict that eventually harms the trust between HQ and local teams. This multicultural manager not only preempted potential conflict between two parties but also tried to avoid risk y situations where the local team felt pushed by HQ. In this way, he could develop interpersonal trust between these two groups.Displaying flexible behavior to deal with people from diverse regions and cultures Once conflicts erupt in teams, however, multicultural project managers handled those conflicts with tolerance. In other words, they were more accepting of different cultural values, less disturbed by them, and accordingly better at handling conflicts due to valuing cultural differences among members. 19. Yves this is from my thesis For example, a Hong Kong-British-Canadian-French multicultural director whose team members were Dutch-Chinese, Taiwanese-French, and Korean-British and whose boss was French noted how members handled a process conflict (e.g., time management), which was created by different work values regarding meetingsIn terms of meeting time, we all seem to have different principles. For example, my French boss never starts meetings on time and quite often postp ones or cancels them. H (Dutch-Chinese) is very strict on time and deadline (meeting is time for checking-up on each others work process). I and K (Taiwanese-French) we are a bit flexible regarding meeting time. So, whenever we have meeting with my French boss, or ourselves, we face frustrating moments. But, what is important for us is how to handle this frustrating moment. As we are conscious about each others differences, we come to compromise when such moments occur. For example, with my French boss, I need to be really flexible with time. With my team members, if I am behind my meeting schedule with my team members, I make sure to tell them in advance why I am behind and ask them next availabilities. Conflicts may still exist in my team. But we handle them at a much more tolerant level. (Hong Kong-British-Canadian-French director, Team Dutch-Chinese, Taiwanese-French, Korean-British and French boss)LOrals product development team members have cultural diversity within themselve s. They are bi- or multi-cultural and play two critical roles in team innovation (1) bridging between cultural contexts and combining knowledge across cultural/national boundaries and(2) resolving cross-cultural conflicts. 20. Yves this is from my thesisWHAT WE CAN LEARN FROM LORALTo a greater or lesser extent, most global companies face the four challenges, or dualities, we identified as so characteristic of LOral Global-local, dispersed complex knowledge to be integrated, national image of the home base but glo