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Golden Rules for Dealing with Asian Businesses, part 3 of 3
11. Utilize networks
Asian societies make great use of networks. In China the basis is the family system which operates not only in the People’s Republic, but also overseas in Hong Kong, Singapore, Taiwan, Indonesia, Europe and North America. In Japan networking takes place also among families but more so among classmates and university colleagues. Westerners who have been able to secure one or two good friends in Japanese society are able to reach anyone in the business community through their friends’ intermediary. It is important therefore for Westerners to cultivate meaningful personal relationships in Asian societal structures.
12. Don’t rush or pressure Asians. Do things at appropriate times
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About the Authors
Kai Hammerich received his M.B.A. from Northwestern University, Kellogg Graduate School of Management and his M.Sc. in economics from the University of Aarhus, Denmark. Based in London, he is a consultant with the international search firm Russell Reynolds Associates. Kai has conducted numerous CEO and board-level assignments for major global companies. He has in-depth experience advising clients on how to align a company’s talent portfolio with its overall business strategy and company culture. Kai has been nominated by BusinessWeek as one of the most influential search experts worldwide.
Richard D. Lewis is a renowned British linguist and founder of Richard Lewis Communications – a language school for executives as well as a company that advises on cross-cultural business issues. He is the creator of the Lewis Model of Cross-Cultural Communication and author of many books including the bestselling When Cultures Collide: Leading Across Cultures.
Every organization is challenged by risks manifest through its many different day-to-day operations. To help monitor and manage these risks, most organizations employ groups providing performance and compliance risk assurance so that significantly adverse consequences are avoided. These groups typically carry out their function through the conduct of periodic, in-depth assessments of those areas representing the highest risk to the company. Such assessments are both costly and time consuming; their accuracy rapidly diminishing with the passage of time since the assessment’s performance.
Performance measures record specified outcomes achieved either at a specified time or within a defined interval and so, by their very nature, are time dependent. Consequently, a performance measure alters the behaviors of those being monitored not only in relationship to what is being monitored but also to when the outcome is being monitored.
Over time, organizational performance measurement systems can grow to include hundreds if not thousands of individual metrics. While each metric contributes some value in establishing the overall picture of performance, not all metrics offer equal value in doing so. Some metrics contribute so little value that they may be more costly and distracting than their value warrants. Consequently, executives and managers should consider eliminating these measures from the overall system.
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