Managing Multi-Cultural Teams The Human Element in Global...
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Managing Multi-Cultural Teams The Human Element in Global FM & BS Service Delivery Simon WILSON Cushman & Wakefield LLP 29 th June 2011
Transcript of Managing Multi-Cultural Teams The Human Element in Global...
Managing Multi-Cultural Teams
The Human Element in
Global FM & BS Service Delivery
Simon WILSON
Cushman & Wakefield LLP
29th June 2011
Abstract
Managing Multi-Cultural Teams – the Human Element in Global FM & BS Service Delivery
By its very nature International outsourced FM & BS provision requires a geographically spread and
diverse organisation comprising both the client management and the service provider delivery teams.
Technology enables connectedness across different time zones, the use of English ensures a single
language for communication, and the corporate identities provide common cultural anchors. These
factors combined with a single strategic FM & BS delivery model often leads to a simplistic inflexible
belief that ‘one size fits all’.
However each member of the team brings a different cultural perspectives and understanding of the role of
the outsourced FM & BS service which adds significant complexity and can challenge the global
service model. Ultimately this can undermine the FM & BS teams’ cohesiveness and thus the overall
productivity.
This session explores some of the basic issues that need to be considered when building and maintaining
the essential human relationships across diverse multi-cultural virtual teams that are essential for
success.
This session draws on real life cases as well as the established literature on cross-cultural working and
team dynamics to provide a very timely reminder that FM & BS is a ‘People Business’ and that the
human element is critical to effective global FM & BS service delivery but is all too frequently forgotten
in the rush to implement new technologies and unified global ways of working.
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Managing Multi-Cultural Teams in FM & BS
“Organisation doesn't really accomplish anything.
Plans don't accomplish anything, either.
Theories of management don't much matter.
Endeavors succeed or fail
because of the People involved”.
Colin Powell
Ag
en
da
Managing Multi-Cultural Teams in FM & BS
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The ABC of best practice
Frameworks for understanding
What can go wrong
Why is this topical
The BIG issue
Why is this topical?
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Global
Regional
Local
Single / Bundled
Services
Managed
Services
Integrated
Services
Global Economy
Procurement
Economies of Scale
Globalisation
Technology
Centralisation
Regulatory Control
Supply Market
Latest Fad
There is a significant trend towards Global / Multi-regional FM & BS contracting?
Source: Cushman & Wakefield Research (2011)
The BIG ISSUE
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≠
"When dealing with people, remember you are not dealing
with creatures of logic, but creatures of emotion."
Dale Carnegie
One Operating Model
Common Technology Platform
Accepted Procedures
Single Language
Unified MIS & Reporting systems
Shared Goals and Objectives
One Way of Operating
Common Perspective
Accepted Practices
Single Understanding
Unified Values
Shared Understanding of Outcomes
Multi-national FM & BS Contracts frequently adopt a ‘one size fit’s all’ approach
What can go WRONG
Culture is more often a source of conflict in
business than of synergy and cultural differences
are at best a nuisance and often a disaster.
Prof Geert Hofstede
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A Framework for Understanding (1)
Technology
Brand Values
Company Culture
Finance Systems and procedures
Education (possibly)
Work practices
Time
Hierarchy
Seniority
Relationships
Local Culture
ETIC worldview
the perspective of an outsider
We have to identify what is common to the team and what is specific to an element
EMIC worldview
the perspective of an insider or native
Source: Headland, Pike & Harris (1990) EMICS AND ETICS: The Insider/Outsider Debate
Dim
en
sio
ns
A Framework for Understand (2)
Source: Hofsteede (1983) Culture's Consequences: International Differences in Work-Related Values
Trompenaars & Hampden-Turner (1996) Seven Dimensions of Culture
We have to understand the Dimensions of Cultural Differences……
Individualism
Power
Emotion
Risk
Time Orientation
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The ABC of Practice
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B
C
D
E
F
Communicate, Communicate, Communicate
Dimensions of Cultural Differences
Emic / Etic Understandings
Focus on Delivery & Outcomes
Build Trust
Accept there is an issue
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A Final Thought…..
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“The great paradox of the 21st century is that,
in this age of powerful technology, the biggest
problems we face internationally are problems
of the human soul.“
Ralph Peters
Discussion ???
Contacts Simon Wilson
Cushman & Wakefield Facilities Management
+44 79 2080 2155
Susana Clarke
Cushman & Wakefield Barcelona
+34 934 881881
Rafeal Mateu
Cushman & Wakefield Madrid
+34 917 810010
